Professional Services, Care Homes, Retail and Hospitality & Leisure

David has worked in these sectors for over 25 years and has both a theoretical and a practical understanding of each as a result. He appreciates what the key drivers and KPIs of each sector are and therefore how to quickly review an operation and understand where its shortcomings are and how both financial and operational performance can be improved

He cut his retail teeth at Early Learning Centre for 11 years (seven years as Finance Director) and has moved on since that time to work with a number of different operators in various sub sectors. A selection of the companies that David has worked with is shown below:

Professional Services

• OH Parsons
• Pardoes
• Kelcey & Hall

Care Homes

• Regal Care Homes
• Knoll Care Home

Food and Drink Retailers

• Lidl
• Iceland
• Co-op
• Hotel Chocolat

Clothing Retailers

• Crew Clothing
• QS/Bewise

Other Retailers

• The Range
• Paperchase
• Floors 2 Go
• Staples
• Furniture Village
• Brighthouse

Hotels/Bars/Restaurants

• Crazy Bear Hotels
• Royal Yacht Hotel
• Jersey Waterfront Hotel
• Kingston Estate

The major areas of work where David has added value to the clients that he has worked with in the past are:

• Strategic review/commercial due diligence; where the client is in the competitive market and even whether it is in the right market
• Financial due diligence and Independent Business Reviews
• Working capital re-engineering specific to customer facing and cash generative businesses
• Systems and controls reviews to reduce stock and cash losses and to minimise direct labour cost
• Benchmarking against industry best practice; supply chain review, warehouse and distribution cost
• Reviewing individual store profitability statements to gauge optimum size of an under-performing chain
• Key contract reviews to minimise cost and onerous clauses
• KPI analysis to benchmark external and internal performance; sales, margins, costs. Operational reviews focusing upon (for example) trends for customer footfall, ATVs (Average Transaction Values), AUR (Average Unit Realisation), basket size, occupancy levels, RevPAR (Revenue Per Available Room), yield and direct labour/sales ratio
• Debt restructuring
• Assisting in negotiations with external stakeholders; eg. landlords/HMRC
• Assessment of Management teams