JASPER ABURA

Set up new business structure for Operations & technology within Barclays with a cost base of circa
£300m.
• Partnered with business clients & functional finance teams to drive the company’s cost operating
model targets and measure the success of its execution.
• Prepared & reviewed O&T costs during annual planning, MTP and reforecast process.
• Led monthly expense forecasting, flash & actual reporting dashboard for global region.
• Delivered ring-fenced bank reporting (location & headcount strategies) through the definition, design,
planning and implementation of required systems changes and supporting business processes.
• Engaged in business case inputs for risks & opportunities to the business.
• Addhoc tasks as set up a new business structure within O&T.

Senior Finance Business Partner
Senior Finance Business Partner
London
An engaging Finance Business Partner with strong knowledge in financial planning and analysis,
expense and stakeholder management. An effective communicator and a strategic thinker with
proven ability to manage and deliver change in challenging environments.
Work Experience
Senior Finance Business Partner
Hayes Accountancy Services
April 2016 to Present
Fixed term contract)
Set up new business structure for Operations & technology within Barclays with a cost base of circa
£300m.
• Partnered with business clients & functional finance teams to drive the company’s cost operating
model targets and measure the success of its execution.
• Prepared & reviewed O&T costs during annual planning, MTP and reforecast process.
• Led monthly expense forecasting, flash & actual reporting dashboard for global region.
• Delivered ring-fenced bank reporting (location & headcount strategies) through the definition, design,
planning and implementation of required systems changes and supporting business processes.
• Engaged in business case inputs for risks & opportunities to the business.
• Addhoc tasks as set up a new business structure within O&T.
Lead Technology Business Partner
Sodexo Justice Services (In charge of 10 prison Finance Projects and Suppliers)
June 2015 to Dec 2016
Change Project)
Business partnered, implemented strategic operational changes, cost reduction and delivered
measurable improvements within finance with cost structure of circa £135m. Achieved IT finance
roadmap acquiring stakeholder requirements.
• Led analyses performance of monthly finance dashboard reporting and project management in
support of business initiatives, strategic and operational planning activities.
• Supported the Financial Management for global Stakeholders (Regional heads, CTO)
• Activity based cost management and recharging, Maintenance and development of the IT service
charging model, Integration of resource consumption summaries into the service-charging model.
• Led technology annual budget for IT cost centres globally & quarterly forecasting, ensuring the
corresponding service charges are incorporated into sponsor cost centre.
• Assessed IT service, resource consumption and Internal cost centre reporting and planning.
• Managed & mentored a junior staff.
Lead Finance Business Partner
Citigroup - London
March 2015 to September 2015
Maternity cover)
Led EMEA TTS Client Operations, Investor Services and Custody & Issuer (expense base of $500m)
for plan creation, variance to plan, Identified reporting risks & opportunities against current financial
projections.
• Liaised to Senior Management across the businesses (Ops and Finance), building a strong
partnership with management teams and developing a solid informative working relationship, ensuring
regional and global issues are understood.
• Presented financial packs for key Senior Managers, involvement in reviews with clients to report on
financial performance, discuss issues and addressing actions and solutions with the business.
• Communicated ideas, issues, achievements and explanations effectively with the rest of the team,
across EMEA, Mumbai and Globally.
• Led and driving forward initiatives to improve measurements such as productivity, cost reduction
initiatives and client reporting.
• Reviewed work for support staff and re-engineered processes at all times to ensure keeping pace
with changing business environment and needs whilst ensuring team are working as efficiently and
effectively as possible.
Senior Finance Business Partner
BP Oil International - London
June 2014 to February 2015
Project contract)
Responsible for S&OR downstream portfolio presented dashboards and advised stakeholder
management.
• Led budgets, 2015 plan and financial reporting for the Divisional Head, including GFOs, and MI of
approx. $100m.
• Provided single point of central consolidation of financial data for the S&OR Finance team in support
of the GFO/GFR and MI reporting.
• Developed partnerships with the key budget holders to ensure that maximum values are obtained
from the cost management process and actively looking for opportunities to improve the process.
• Identified cost reduction opportunities consistent with the S&OR functional vision and strategy.
• Reviewed S&OR division 2015 Plan construction and submission, and Support S&OR Planning and
Performance teams with cost allocation.
• Reviewed in year delivery against plan and Divisions, ensuring appropriate review of actuals and
forecast at least every quarter.
Senior Finance Business Partner, Fixed
Thomas Cook Plc - London
December 2013 to June 2014
Support group-wide investment projects (IT Finance Transformation change) responsible for
investment appraisal, financial control, monitoring and reported project spend and business partnering
with project and operational management.
• Worked closely with functional heads and project managers to provide insightful and fact based
financial input into planning and implementing IT projects of total spend of £240M.
• Operate effective processes to assess, manage, monitor and report on projects from a finance
perspective and in line with group requirements, ensuring all material investment decisions and
projects are managed financially to a best in class level.
• Supported capital allocation within functions and across the group through effective measurement
and project assessment (IT cost out savings).
• Managed effective financial reporting of projects, advice and guidance to operational managers.
Manager, FP&A Business Partner, Contract
Bank of America Merrill Lynch - London
August 2012 to November 2013
Supported global wealth management with financial planning and analysis and involved in the sale of
business to Julius Baer in 2013.
• Led & presented stakeholders with yearly budgets, P&L actuals, monthly forecasts, MI reporting,
dashboards with variance analysis and commentary with an expense budget of $120m.
• Supported business groups with add hoc projects on long-term business strategy and financial
planning for sale of the business.
• Managed and implemented process improvements, including a cost reduction model for the
business, provided insights and scenario based analysis on which, decisions made by executive
management.
• Supervised, trained and coached a direct report.
Cantor Fitzgerald UK, Senior Financial Analyst, FP&A Business Partner
BGC Partners
October 2010 to June 2012
Responsible for expense management and financial planning functions for BGC, Cantor Fitzgerald
Europe and Asia. Liaison with the CFO and all global departmental heads / business COO's for
financial planning purposes.
• Partnered with stakeholders, created budgets with monthly forecasts and long-term strategic
expense plans for the business.
• Led monthly management reporting of financial results for each department with variance analysis
and commentary for entire back office. Responsible for an expense budget of $150m annually.
• Identified & implemented cost saving strategies with supporting MI to COO's of each business.
• Managed cost allocations to the various front office businesses.
• Created financial data analysis for new acquisition budgets, revenues and costs which Included
analysis of income, balance sheet and cash flow statements.
Senior Financial Analyst, FP&A EMEA
Hewlett Packard - London
June 2009 to September 2010
• Led contingency reporting for EMEA, involving running deals not hosted in the sub regions,
participating in revenue recognition calls and presented to senior finance management.
• Responsible for monthly close of the business, report actuals to (flash) plan, analysis of risks,
opportunities.
• Assisted in asset impairment review process for EMEA. Liaison for deals and calculated Lease
depreciation based on HP financial services report and presented to management.
• SOX compliance (US Gaap) across the business and involved in add hoc finance projects.
Financial Analyst
BP Oil International (Digital Communication Technology - Global Infrastructure) - London
November 2006 to May 2009
Financial liaison role for a number of programmes, responsible for carrying out activities associated
with the processes of budgeting, forecasting, commentary UK, USA and Asia Pacific (UK Gaap).
• Led the budget, reforecast P&L, variance analysis and balance sheet for project managers
programmes.
• Reviewed capital spends position in line with group policy and determine capitalisation of
capex/revex.
• Supported program managers and directors in establishing and achieving appropriate efficient cost
structure & development of MI Processes.
• Investment appraisals on a quarterly basis for projects, working on IRR, NPV and KPI's.
Management Accountant
Fujitsu Services Ltd - London
February 2004 to October 2006
• Responsible for preparation of managed accounts, Monthly P&L forecasting, Reporting and variance
analysis for clients with commentary. Clients Include Reuters, Provident, Visa.
• Bid cost reporting for all clients in financial services. Monthly review cycle with the stakeholders for
clients.
• Responsible for analysis of profit and loss accounts, month end close on a monthly basis for the
group properties.
• Assisted in the preparation with forecast, calculation of rents, rates, tenant's income and landlord's
rent
charges. Forecasting cash flow for sub lease to tenants, and head lease for Fujitsu properties.
Assistant Accountant
Inbev UK Ltd
March 2001 to January 2004
Education
ACCA/ACPA.
MASTER BUSINENESS MANAGEMENT.
POST GRAD EDUCATIONAL MANAGEMENT.
BA BUSINESS EDUCATION.
January 1997 to January 2000
Skills
CLIENTS (3 years), DATA ANALYSIS (1 year), MARKETING ANALYSIS (1 year), CHANGE
MANAGEMENT (Less than 1 year), ESSBASE (Less than 1 year)
Additional Information
Key Skills
• Experienced stakeholder management, building strong, productive relationships with key clients and
contacts
• Possess the confidence and oral skills to present information effectively to peers and clients
• Strong influencing skills with the ability to manage conflict
• Business change management and process re-engineering, always looking to reduce complexity
whilst striking the right balance between time, cost and business benefit.

ACCA

Key Skills
• Experienced stakeholder management, building strong, productive relationships with key clients and
contacts
• Possess the confidence and oral skills to present information effectively to peers and clients
• Strong influencing skills with the ability to manage conflict
• Business change management and process re-engineering, always looking to reduce complexity
whilst striking the right balance between time, cost and business benefit.
ADDITIONAL SKILLS
MS Office, Oracle Financials, SAP R3, Hyperion Essbase, Alteryx data analysis, Tableau, TM1, CAP -
Cost Analytics Portal
I hold a full clean British driving license.