Shawn R.

CellPoint Digital is on a mission to make payments a strategic advantage for businesses in the air, travel, and hospitality sectors.

• Serve as CFO of CellPoint Digital, a global payments orchestration platform that empowers enterprises to simplify and scale their payment capabilities.
• Lead Finance, Legal, and HR and am responsible for strengthening financial discipline, enhancing operational efficiency, and supporting strategic growth initiatives.
• Work with the executive team and board to champion turnaround efforts, unlock performance improvements, whilst the business is positioned for sustainable growth and investor confidence.
• Committed to building high-performing teams, scaling financial functions that underpin strategic ambition, and coaching finance leaders to thrive in dynamic environments.
• Enjoy collaborating with founders, boards, investors, and operators to translate strategy into measurable results.

• Fractional CFO to a VC-backed AI-driven media (HR) -technology scale-up, supporting the Board and shareholders through growth, capital readiness and exit preparation.
• I lead the financial strategy and transformation of the business, ensuring it operates with institutional-grade discipline while retaining the speed and flexibility of a high-growth technology company.
• Key scope and impact:
• Leading commercial and financial preparation for exit, including valuation support, diligence readiness and investor materials
• Building integrated financial models covering revenue, pricing, cost of AI and platform infrastructure, cash runway and scenario planning
• Establishing KPI frameworks and Board-level reporting to drive data-led decision-making
• Strengthening governance, controls and financial processes to support investor confidence
• Modernising the finance function, systems and workflows to scale efficiently with growth

• Coremont is a PE-backed SaaS and data-analytics business carved out of Brevan Howard, providing mission-critical quantitative analytics and managed services to hedge funds and private equity firms across global asset
• classes.
• As CFO, I led the company through its transition from a hedge-fund captive to a standalone, institutional-grade SaaS and data platform.
• Key scope and impact:
• Led Series C fundraising, valuation strategy and liquidity facilities to support the spin-out and growth as an independent business
• Directed the full legal, financial and tax carve-out from Brevan Howard, establishing new entities, governance, reporting and treasury across regions
• Built investor-grade SaaS and data-platform financial models covering subscription, usage-based revenue, data licensing and client profitability
• Owned global finance, tax, budgeting, forecasting and reporting for a complex, multi-jurisdictional organisation
• Strengthened unit economics, gross margin and investment prioritisation across the core analytics platform and data products
• The result was a resilient, scalable and investor-ready AI-driven SaaS business capable of supporting PE ownership, institutional clients and long-term value creation.

• Interim CFO to a listed green hydrogen and renewable-energy platform, supporting the founder-led executive team through IPO execution, post-listing stabilisation and growth capital raising.
• Key scope and impact:
• Led post-IPO financial strategy and growth planning for a publicly listed sustainability and energy-transition business
• Built ESG, sustainability risk and performance frameworks aligned to public-market and investor expectations
• Supported the Series A and post-IPO capital raise, including investor narrative, pitch decks and coordination with banks, legal and advisory firms
• Owned all external reporting for the listed PLC, including annual report and accounts, investor presentations, market announcements and analyst materials
• Established first-time listed-company governance, reporting and financial controls
• This ensured the business operated to public-market standards while raising growth capital to scale its hydrogen and clean-energy platform

• Drove post IPO growth and built an ESG and sustainability risk and performance framework.
• Raised new money post IPO and supported external advisors, narrative and pitch decks for Series A.
• Managed all external reporting for the listed PLC including annual accounts, glossies, and analyst presentations.

• CFO and operating partner to a venture capital and family-office investment platform backing early-stage life sciences, biotech and AI-enabled technology companies.
• I operated as the financial and operational lead across the fund and its portfolio, building the infrastructure required to deploy, manage and realise institutional capital.
• Key scope and impact:
• Built fund-level finance, reporting, tax and governance frameworks across GP, LP and SPV structures
• Led the establishment of first-time reporting cycles, investor packs and portfolio performance dashboards
• Oversaw accounting, tax and compliance across multi-jurisdictional structures and portfolio companies
• Acted as CFO and operating partner to portfolio CEOs, supporting capital structuring, runway management and exit readiness
• Implemented AI-supported reporting, analytics and monitoring across the portfolio

• Early stage venture funding.
• Portfolio company management.
• Operations set-up and monitoring of portfolio companies.
• AI-supported technology.
• Led build-out of first reporting cycles and tax structures.
• Provided tax and accounting oversight and control.
• Experience in life sciences and drug discovery.

• CFO to a founder-led, tech-for-good SaaS platform providing payments, data and financial-inclusion insights to banks, regulators and global institutions.
• Key scope and impact:
• Built the first SaaS financial and commercial models covering ARR, ARPU, churn, customer cohorts and unit economics
• Led fundraising strategy, investor positioning and valuation narrative through the seed round
• Achieved a 10x uplift in valuation by translating the platform’s data, impact and revenue potential into an investor-grade story
• Partnered with the CEO on pricing, go-to-market strategy and long-term monetisation of the data platform
• This positioned the business for institutional funding while preserving its mission-driven, technology-led culture.

• Divisional CFO leadership across a PLC listed fintech and consumer-credit platform, responsible for capital markets execution, commercial transformation and risk and regulatory frameworks.
• Key scope and impact:
• Refinanced and repriced a £500m securitisation facility, strengthening liquidity, covenant headroom and long-term funding capacity
• Led investor roadshows and materials for mezzanine and growth-capital raises, supporting refinancing and expansion
• Built and executed multi-year commercial and investment plans, including new digital products, platforms and credit propositions
• Implemented enterprise-grade risk, regulatory and credit-governance frameworks aligned to institutional lender and investor standards
• Acted as a trusted strategic advisor to Boards and sponsors on business structure, capital strategy and growth options
• Led finance and operating-model transformation programmes to improve reporting quality, controls and decision-making
• This ensured the business could scale profitably, raise large-scale institutional capital and operate to PE and lender expectations.

• Funding - refinanced £0.5bn securitisation relationship policy and re=pricing .
• Investor roadshow for Mezzanine fund raising,
• driving the commercial plan and new projects including new product and platform
• Setting ambitious 5 year plans for investment & growth
• Risk framework implementation
• business structure recommendations as trusted advisory
• transformation and recommendations plan for quality assurance

• Headed the fundraise Private Series A, investor roadshows, DD process of £120M debt with the Chairman and CEO, producing investor and P/E house reporting to upskill finance.
• Managed three private equity stakeholders Raised £120m in specialist funding round on Investor roadshows.
• Led the build & Tech creation of new tech platform. Creation of SAAS licence revenue stream. £12m ARR
• Responsible for Cash Flow Management & treasury reporting to Bankers & Private equity owners.
• Controlled Company Liabilities & asset base. Optimised Assets across 3 product lines.
• Drove Company Performance.to mitigate credit losses & drove top line revenue & cost base.
• Led the Due Diligence process and investor relations to achieve 15X multiple and key valuations.
• Drove remediation to limit credit loss positions and took charge of all credit reporting.
• Led finance and risk transformation plan to stabilize and professionalize. High-performing culture creation.

• Interim Group CFO to a PE-backed specialist-lending and technology platform owned by Oaktree Capital, supporting the Chairman and CEO through a major funding, platform build and value-creation phase.
• Key scope and impact:
• Led the £120m growth-capital raise (Series A / B equivalent), including investor roadshows, financial modelling and full lender and PE due-diligence
• Built institutional-grade reporting for three private-equity stakeholders, strengthening governance, transparency and funding confidence
• Led the creation of a new technology and SaaS-licensing platform, establishing a £12m ARR recurring-revenue stream alongside the lending business
• Owned cash flow, treasury and covenant reporting to banks and PE owners
• Optimised the balance sheet and asset base across three product lines to support growth and capital efficiency
• Led credit, risk and finance transformation, reducing losses, improving underwriting and professionalising the organisation
• Directed investor relations and diligence processes that delivered a significant valuation multiple
• This transformed the business into a scalable, tech-enabled and PE-grade platform capable of raising large-scale institutional capital.

• Interim Finance Lead supporting all aspects of the Finance function and wider business at at time of change, relating to the Managed separation and sale of the carved out business of the single strategy (Merian) and
• Multi asset business (Quilter)
• Directed the carve-out (into the now Q.I. & Merian) Pro-forma P&L and financials, splitting AUM by strategy, assigning cost control, and determining stranded costs for both businesses.
• Sale of OMGI for £600m end to end exit.
• Developed the investment memo and investor decks for both businesses, with the valuation for the exit.
• Negotiations on all TSA arrangements with cost minimisation and risk management goals 15% Y-o-Y.
• Steered the $600M IPO and LSE listing for the QI business with funders, analysts, and bankers.
• Created the finance function from scratch for scalable and optimal usage, capital plan/ ICAAP for FCA
• Administered $25M budget to build the new asset manager.
• Guided SLT, Board and corporate finance advisors in pitching the business, managing the investor pipeline.
•  Executed the IPO and Listings processes for the Quilter Investors business post separation.
•  Built a new Finance function from scratch including recruitment , design, transitional arrangements.

• Finance Director supporting the managed separation, sale and IPO of two asset-management businesses carved out of Old Mutual Global Investors: the single-strategy business (Merian) and the multi-asset platform (now
• Quilter Investors).
• I led the finance, commercial and capital-markets workstreams required to execute the carve-out, build standalone operating models and complete a successful exit and listing.
• Key scope and impact:
• Directed the full financial carve-out, including pro-forma P&Ls, AUM segmentation by strategy, cost allocation and stranded-cost analysis for both businesses
• Supported the £600m sale of OMGI, including valuation models, investment memos and buyer presentations
• Led negotiations on Transitional Service Agreements (TSAs), delivering cost minimisation and risk control
• Steered the $600m IPO and LSE listing of Quilter Investors, working with bankers, analysts and legal advisers
• Built the standalone finance function, including capital planning, ICAAP and FCA-ready governance
• Managed a $25m budget to establish the new asset-management platform
• Supported the Board, SLT and corporate-finance advisers in investor pitching, roadshows and transaction execution
• This delivered two fully independent, investor-ready asset-management businesses with successful exits and public-market listings.

• EFSL is part of the Equiniti Group , a leading provider of solutions to the wealth management sector and Corporate market place.
• A challenger in the payments market, it provides across platform solutions for the retail investor.
• Acquired and integrated 3 business into 2 brands. EQPay and EQInvest (B2B payments) and D2C wealth management platform. Buy & Build strategy.
• Converted revenue model to SaaS to balance revenue streams. £40m ARR.
• Drove Top line and EDITDA for $100m Revenue Business. 30% YoY
• Managed Regulatory and Compliance risk across FCA. Reduced supervisory FCA burden.

BNP Paribas is a leading bank in Europe with an international reach. It has a presence in 64 countries, with more than 178,000 employees, including more than 144,000 in Europe.

• Established the highest standards of rigour and professionalism across three teams and led all finance functions including ad hoc project management.
• Overhauled IT systems to facilitate global integration at minimal cost.
• Optimised tax efficiency through a review of transfer pricing methodology.
• Highly proficient Taxation and IFRS expert.
• Proficient at process improvement and a Corporate Governance practitioner.
• Continuously align commercial strategy to Finance projects.

Our purpose is Helping Britain Prosper. We create a more sustainable and inclusive future for people and businesses, shaping finance as a force for good.

• Reported to the Head of Group Finance in a Senior Manager capacity to bring consolidation and controls experience to facilitate growing group reporting needs in the merged entity.

Bank .......................................................................................................................................................................................................................................................................................................

• Safely steered the finance control function through a traumatic transition as the business moved from £1BN annual profit to catastrophic loss and nationalisation.
• Executed three new platform implementations.
• Redefined provisioning criteria post crash and enabled continued front office lending through Investment Appraisal review.

Morgan Stanley helps people, institutions and governments raise, manage and distribute the capital they need to achieve their goals.

• Spearheaded process change for IFRS implementation across all European entities.
• Developed and embedded a legal entity reporting platform for group results and ensured compliance with BASEL II capital requirements.

• Reported to the VP of GSP FID Controllers on daily and monthly reporting matters and assisted with technical accounting advice for structurers.
• Focused on process improvement, team control focus, and compliance of taxation and legal matters for complex trades.

Northern Trust has worked hard building our legacy of outstanding service, expertise and integrity.

• Reported jointly to the head of Financial Client Reporting and head of client services for Global Custody Service.
• Reported and developed products and mechanisms to improve client satisfaction.

Building trust for today and tomorrow.

• Hands-on experience dealing with multidisciplined teams across client industries, utilising high-touch technology and risk-based auditing procedures.
• Reported to three partners/directors in the Johannesburg office, meeting deadlines and budgets while managing teams and self.