Work

Senior Associate at KPMG UK, Enterprise Risk Advisory. I've led 30+ engagements across management consulting, internal audit and counter-fraud.

Qualifications

ACA (ICAEW)

ACA — Chartered Accountancy

All 14 exams passed · Final exam scheduled Summer 2026

A supplementary Data Analytics & Decision-Making module covered A/B testing, bootstrapping and linear regression. Core technical coverage spans:

Financial Management

Business valuations (DCF, P/E multiples, CAPM, DDM, EV/EBITDA), debt and equity valuation, FX and interest-rate hedging.

Corporate Reporting

Group consolidations, provisions, financial instruments and deferred tax, plus financial-statements analysis.

Business Planning & Taxation

Corporate entities including losses and groups; owner-managed businesses — incorporation, profit extraction and tax-efficient exits.

Experience

Sep 2023 — Present

KPMG Enterprise Risk Advisory

Senior Associate

I work on management consulting, internal audit and counter-fraud engagements for public-sector and regulated organisations. I run engagements end to end, from planning to reporting, and present findings to executive stakeholders. I've led over 30 engagements to date, across stakeholder management, systems and data analysis, and reporting.

Select Engagements

Selected engagements, in detail

Select any engagement to open a fuller case summary. Client names are omitted; sectors and scale are indicative.

Counter-Fraud

Prison pharmacy services — medicines lifecycle

Sector: NHS / offender healthcare
Scale: ~4,000 staff, multi-site custodial
Role: Engagement lead
Reporting: Audit & Risk Committee

Led a counter-fraud engagement assessing the end-to-end medicines lifecycle — prescribing, dispensing, transport and controlled-drug custody — within secure custodial environments, a high-risk asset category with direct financial exposure. Managed the full delivery lifecycle, including stakeholder engagement, site-access coordination, testing strategy and Audit Committee reporting, with on-site walkthroughs across multiple prisons engaging the Chief Pharmacist and regional and site-level pharmacy leads.

Key financial findings. Manual, paper-based registers materially reduced auditability and enabled concealment of stock losses; there was no financial thresholding for discrepancy investigation; and weak access and recertification controls increased fraud risk, with gaps in controlled-drug custody creating direct diversion risk.

Value lens. Inventory shrinkage and weak governance within a regulated, high-value supply chain — equivalent to product-leakage risk in a private distribution business. Recommendations focused on digitisation, financial thresholding and control automation, improving cost control, fraud detection and working-capital integrity.

Counter-Fraud

Pharmacy & prescribing controls

Sector: NHS acute teaching hospital
Scale: Major acute Trust, at scale
Role: Engagement lead
Stakeholders: Chief Pharmacist, Chief Nurse

Delivered a fraud-focused review across prescribing, dispensing and exemption-claim processes within a major teaching hospital, where medicines expenditure and reimbursement flows represent significant cost and revenue streams. Managed senior stakeholder engagement across pharmacy leadership and nursing executives throughout.

Key financial findings. Weak exemption-claim validation created revenue-leakage risk through incorrect reimbursement; system-access and role-design gaps increased exposure to control override in prescribing and dispensing; and limited analytics reduced the ability to detect anomalous prescribing patterns.

Value lens. Revenue leakage and control-override risk within a high-volume transactional system — comparable to billing and revenue-assurance risk in a healthcare or insurance target. Recommendations strengthened preventative controls and revenue assurance.

Internal Audit

Contract approval & commitment controls

Sector: Acute NHS Trust
Scale: ~£850m revenue, ~2,200 staff
Role: Audit lead
Stakeholders: CFO & Deputy CFO

Led an internal audit of financial governance over procurement and contractual commitments at a large acute provider, testing approval thresholds, contract-register completeness and spend monitoring over multi-million-pound spend, working closely with the CFO, Deputy CFO and procurement leadership.

Key financial findings. No pre-execution financial approval control allowed contractual commitments without formal sign-off; the contract register was incomplete, reducing visibility of total exposure; and instances of spend exceeding approved values indicated weak financial discipline.

Value lens. Uncontrolled commitments and poor spend governance — directly analogous to leakage in procurement-heavy businesses. Recommendations introduced pre-commitment controls, spend tracking and governance reporting to strengthen cost predictability.

Internal Audit

Expenses, travel & purchasing-card controls

Sector: Globally ranked university
Scale: ~£2.2bn income, ~16,000 staff
Role: Audit lead
Stakeholders: CFO, Head of Finance Policy

Led an analytics-led audit of discretionary spend — high-volume expense, travel and purchasing-card transactions — performing large-scale transactional analysis to identify systemic control gaps enabling non-compliant expenditure across a multi-£m discretionary base. Engaged the CFO, Head of Finance Policy and financial-control and accounts-payable teams.

Key financial findings. Reliance on manual, detective controls allowed non-compliant spend at scale; purchasing cards operated as high-risk channels with limited oversight; and data-quality issues constrained effective spend analysis.

Value lens. Systemic leakage across a large discretionary spend base — analogous to SG&A inefficiency in a private-equity target. Recommendations focused on preventative controls and system redesign to improve cost discipline and margin protection.

Internal Audit

Supplier onboarding & due diligence

Sector: Globally ranked university
Scale: IT & Estates procurement
Role: Review lead
Focus: Third-party financial risk

Led a review of supplier onboarding and due-diligence processes across IT and Estates within a large, decentralised procurement environment, assessing the financial and regulatory checks applied to suppliers supporting significant capital and operational spend.

Key financial findings. A full subset of suppliers had no retained due-diligence documentation — a complete control breakdown; financial checks (credit, insurance, AML) were inconsistently performed; and no risk-tiering framework aligned diligence effort to financial exposure.

Value lens. Comparable to vendor-risk gaps in transaction diligence, creating exposure to third-party failure, fraud or non-performance. Recommendations introduced risk-based due-diligence frameworks aligned to financial exposure.

Consulting

Transformation-programme governance

Sector: Leading global university
Scale: ~£548m income, 5,000+ staff
Role: Review lead
Stakeholders: President, VC, COO, CFO, CIO

Led a governance and financial-controls review of a large-scale transformation programme carrying significant external consultancy spend, coordinating and delivering interviews at the highest level of the institution — President, Vice-Chancellor, COO, CFO, CIO, the programme SRO and directors.

Key financial findings. No defined commercial baseline across cost, scope and benefits limited the ability to track financial performance; heavy reliance on iterative Statements of Work created risk of uncontrolled cost expansion; and weak linkage between cost, deliverables and benefits reduced value-for-money assurance.

Value lens. Mirrors transformation diligence in private equity, where uncontrolled consulting spend erodes EBITDA. Recommendations introduced commercial baselining, stage-gate approvals and cost tracking to strengthen control over transformation expenditure.

Internal Audit

Innovation & commercial governance

Sector: Research-intensive university
Scale: ~£346m income, ~3,800 staff
Role: Audit lead
Stakeholders: Pro-Vice-Chancellors

Led an internal audit of innovation programmes, commercial ventures and subsidiaries, assessing financial oversight and accountability across externally facing activities and engaging Pro-Vice-Chancellors and senior finance leadership.

Key financial findings. Inconsistent financial reporting and KPI frameworks across entities; weak visibility over commercial returns and risk exposure; and limited clarity on accountability for performance.

Value lens. Equivalent to reviewing a portfolio of under-optimised assets with unclear returns. Recommendations focused on performance tracking, governance and financial oversight to improve strategic decision-making.

Internal Audit

Research-partner due diligence

Sector: Specialist research institution
Scale: ~£87m revenue, ~1,100 staff
Role: Audit lead
Focus: Counterparty risk

Led an internal audit of financial and compliance due diligence over externally funded research partnerships and counterparties within a specialist institution.

Key financial findings. Inconsistent application of credit and financial-risk checks; a weak audit trail over due-diligence decisions; and no structured risk-tiering approach.

Value lens. Counterparty-risk exposure and weak onboarding controls — key concerns for financial resilience. Recommendations strengthened due-diligence processes and aligned controls to financial-risk exposure.

Internal Audit

Medicines supply chain & stores

Sector: Large NHS provider
Scale: Trust-wide inventory
Role: Audit lead
Focus: Working capital

Led an internal audit of the medicines supply chain and pharmacy stores, designing testing across stock monitoring, ordering practices and discrepancy investigation, with a focus on procurement and financial controls over inventory.

Key financial findings. Predictable stock checks increased the risk of manipulation and undetected loss; delays in discrepancy investigation reduced recoverability; and weak demand monitoring increased the risk of over-ordering and waste.

Value lens. Working-capital inefficiency and loss risk within inventory management — directly analogous to retail or manufacturing environments. Recommendations strengthened stock-control frameworks and anomaly detection.

Internal Audit

Medical-HR investigations governance

Sector: NHS Trust
Scale: Senior clinical investigations (MHPS)
Role: Review lead
Stakeholders: CMO, HR leadership

Led a review of governance and financial oversight within medical-staff investigation processes under MHPS frameworks, assessing case management, timelines and resource utilisation across high-cost investigations involving senior clinical staff.

Key financial findings. No cost tracking of investigations created limited visibility over resource utilisation, and delays in case progression increased cost of delivery and operational inefficiency.

Value lens. A hidden cost base within operational processes, with clear potential for efficiency gains. Recommendations improved case governance, introduced tracking of financial impact and strengthened operational efficiency.

Internal Audit

Patient-safety governance (PSIRF)

Sector: Large NHS mental-health provider
Scale: Provider-wide
Role: Audit lead
Framework: PSIRF

Delivered an internal audit of patient-safety incident governance under the PSIRF framework, assessing control effectiveness over incident escalation, investigation and action tracking, with implications for regulatory compliance and financial-risk exposure.

Key findings. Weaknesses in escalation processes and follow-through of corrective actions increased the risk of repeat incidents and associated financial liabilities, alongside governance gaps raising the risk of regulatory breaches.

Value lens. Compliance-driven financial exposure, including potential litigation and regulatory costs. Recommendations strengthened governance and accountability.