Helen Smith

WORK HISTORY

EDUCATION

SKILLS

ABOUT HELEN SMITH

A finance professional, I am committed to the third/public sector where I am passionate about making a difference, bringing my wealth of skills and experience to charities and other non-profits. I have a clear history of success with key strengths in financial management, strategy and governance and have operated in senior roles for many years.I am an inspiring leader, experienced and successful in building strong relationships, managing high-performing teams, and increasing engagement between colleague - staff and volunteers. I have an inclusive and positive management style, and operate in a way which is values-led and open, honest and transparent, my ambition to ensure that people are engaged to develop pride and passion and get the very best out of them.A strong and decisive operator, I have a highly analytical approach, and excel at problem-solving. I am naturally curious and questioning, resulting in improved ways of working and alternative solutions to improve efficiency and effectiveness within the workplace. Loyal, trustworthy and authentic, I operate with integrity and lead from the front. I am emotionally intelligent, resourceful, intuitive, insightful, adaptable and resilient, and am a results driven, experienced individual with proven management and leadership skills.KEY SKILLS & CAPABILITIES • Financial Management• Leadership• Governance• Project Management• Change Management• Strategy development• Business Planning• Transformation• Negotiation• Teamwork• Critical Thinking• Communication• People Management• Problem solving KEY ACHIEVEMENTS• Delivered the first surplus for St John Ambulance Cymru (SJAC) in over ten years, reporting an operating surplus of £117k and a total net income of £337k • Initiated, developed and implemented a new framework for financial management, resulting in improved cost control across decentralised activity and increased assurance for the Board of Trustees• Reduced external on-site audit by from 2.5 weeks to 4 days, despite organisational growth, through the implementation of vastly improved processes and procedures• Reorganised group company structure (trading subsidiaries), resulting in reduced workload, reduced reporting requirements, cost-saving and improved efficiencies across the group structure• Implemented new leadership structure, redefining areas of responsibility to ensure centrally led functions were optimally aligned to support and increase delivery of front-line services, building and embedding both capacity and capability into the executive team