Finance Systems and Processes

• Drive continuous improvement in finance systems and processes, seeking out ways to improve effectiveness and efficiency, optimise approaches, and improve customer satisfaction.
• Drive continuous improvement in financial management information designed to inform effective decision making and provide information to monitor and report on performance.
• Deliver complex financial analysis, communicating effectively to both financial and non-financial managers.
• Provide clear insights and expert financial advice to internal and external stakeholders.
• Provide effective explanations of complex technical accounting regulations in line with current UK and International Financial Reporting Standards.
• Influence and provide effective challenge when participating in decision making processes.
• Write reports and papers to meet governance and reporting requirements

ROLE DESCRIPTION

Grade and Salary : Grade 10 (£75K to £100K)
Location: Edinburgh Campus

PURPOSE OF ROLE

This role reports to the Global Chief Financial Officer (GCFO) and is responsible for providing leadership and driving performance of the finance function in support of delivery of the University’s strategic priorities and operational effectiveness and efficiency. The role is responsible for deputising for the GCFO as required, presenting financial management information and analysis to Boards and Committees, and leading and developing the finance business partnering function across the University, providing financial services and advice to our delivery units.

SUMMARY OF KEY DUTIES AND RESPONSIBILITIES

Leadership and Management

• Reporting to the GCFO, responsible for managing the day-to-day operation of the Finance Directorate, developing and building the team, with a culture underpinned by values and driven by commitment to provide excellent support and practical and effective finance business partnership to stakeholders across the University.Specific accountability for ensuring that the team structure and skills in the Finance Directorate meet the University
• ‘s requirements, providing excellent leadership to the team and using regular review, mentoring and coaching to actively develop the service across the University.

Deputising for the GCFO

• Deputise for the Global Chief Financial Officer as required, including attending and reporting to key committee groups; University Executive; Global Operations Executive and University Court and Court Committee Meetings such as Finance Committee and Audit and Risk Committee.

Control Environment and Long-Term Financial Sustainability

Working with the GCFO, to assure the overall integrity and long-term sustainability of the University

• ‘s financial position.
• Ensure an effective finance control environment is in place across the global finance function and that issues are escalated in a well-judged and timely way to senior management or governance teams.
• Ensure accounting standards, relevant legislation and statutory returns are complied with.
• Ensure all external reporting, including statutory accounts are produced in line with agreed timelines.
• Monitor and report on compliance with covenants and other requirements.

Service and Business Partnering

• Ensure a clear and effective finance service is provided across the University.
• To build the Finance Business Partnering approach, establishing service standards and consistent delivery.
• Managing communications and engagement processes.

Finance Systems and Processes

• Drive continuous improvement in finance systems and processes, seeking out ways to improve effectiveness and efficiency, optimise approaches, and improve customer satisfaction.
• Drive continuous improvement in financial management information designed to inform effective decision making and provide information to monitor and report on performance.
• Deliver complex financial analysis, communicating effectively to both financial and non-financial managers.
• Provide clear insights and expert financial advice to internal and external stakeholders.
• Provide effective explanations of complex technical accounting regulations in line with current UK and International Financial Reporting Standards.
• Influence and provide effective challenge when participating in decision making processes.
• Write reports and papers to meet governance and reporting requirements.

Integrated Planning and Budgeting

Performing a key role in the development and implementation of a new Integrated Planning and Budgeting Process, working closely with the Vice Principal of the University and the Director of Strategic Planning, Projects and Performance. Delivering significant improvements in the budget planning and management process to ensure effective and efficient use of the University

• ‘s resources.
• Ensure strategies are in place for managing a complex series of priorities with multiple internal and external stakeholders.
• Ensure budgeting and forecasts are delivered in a timely manner.
• Support the development and delivery of business cases in a standardised format, facilitating effective performance monitoring, benefits realisation, capitalisation and return on investment

Critical relationships

• Members of the University Executive and Global Operations Executive (Executive Deans and Directors of Professional Services)
• GCFO as line manager and others in the Finance Leadership team.
• The Vice Principal of the University
• The University Secretary and Vice Principal (Governance and Operations)

Frequent interaction with colleagues at all levels, including

• Provosts and COOs at the Campuses in Dubai and Malaysia, and their Heads of Finance
• The Director of Strategic Planning, Projects and Performance.
• Finance Senior Leadership Team and Finance team across the Group.
• Head of Assurance
• Head of Communications
• External auditors
• Bankers and other funders

Regular interaction with

• Principal and Vice Chancellor (who is the designated officer in respect of Scottish Funding Council funds);
• Chair of Court and Chairs of Finance Committee and Audit and Risk Committee
• The Scottish Funding Council, OSCR, other external stakeholder