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Dominic Lavelle

Group CFO @ SDL plc

Group CFO at SDL plc

London, Greater London, United Kingdom

Ranked #1,113 out of 22,260 for Group CFO in United States

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Dominic Lavelle's Email Addresses & Phone Numbers

Dominic Lavelle's Work Experience

SDL plc

Group CFO

November 2013 to Present

European Care Group


May 2013 to October 2013


Interim CFO

July 2012 to February 2013

Dominic Lavelle's Education

The University of Sheffield

BEng Civil & Structural Engineering

1981 to 1984

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Dominic Lavelle's Estimated Salary Range

About Dominic Lavelle's Current Company

SDL plc

permanent role

Frequently Asked Questions about Dominic Lavelle

What company does Dominic Lavelle work for?

Dominic Lavelle works for SDL plc

What is Dominic Lavelle's role at SDL plc?

Dominic Lavelle is Group CFO

What is Dominic Lavelle's personal email address?

Dominic Lavelle's personal email address is d****[email protected]

What is Dominic Lavelle's business email address?

Dominic Lavelle's business email addresses are not available

What is Dominic Lavelle's Phone Number?

Dominic Lavelle's phone +44 ** **** *390

What industry does Dominic Lavelle work in?

Dominic Lavelle works in the Retail industry.

About Dominic Lavelle

📖 Summary

• Wide-ranging experience of planning and implementing large-scale business, functional and financial turnarounds, rescue and restructurings and reorganisations, including business acquisitions and disposals • Skills, experience and personality are particularly suited to complex change, rescue, restructuring and re-financings, turnaround and crisis management roles • Directly responsible for the project management of several successful major rescue, restructuring and re-financings and significant IT and change projects • FTSE 250 Finance Director with experience in the insurance, retail, property (agency, management, valuation, investment, development), building, construction, support services and leisure sectors • Extensive relationships in the banking, investment banking, institutional shareholder, analyst and financial PR areas of the UK listed environment • Member of the Institute for Turnaround (IfT)Group CFO @ permanent role From November 2013 to Present (2 years 2 months) CRO @ From May 2013 to October 2013 (6 months) Interim CFO @ From July 2012 to February 2013 (8 months) CRO @ From March 2012 to June 2012 (4 months) Finance Director @ • LSE quoted outdoor retailer: 300 shops, peak market cap £250m, turnover £200m, 3,500 employees • Financial difficulty from 2006; CVA in late 2009; £20m equity raise in Spring 2010; severe liquidity issues from Spring 2011; onerous covenant meant need to re-finance £40m bank facility (all LBG) by end Feb 2012 • Plus £30m of new money required to fund a shop refurbishment programme • Introduced by KPMG and Chairman (Peter Williams) to lead the financial re-structuring/re-financing • Proposed solution: £30m equity raise, £15m bank haircut and another CVA (25% rent compromise); rejected by bank in early December and business put up for sale • Whole business (trade, assets and employees) sold early January, via pre-pack, for £20m to JD Sports Key Achievements: • Assisted group advisers (KPMG, Travers Smith) in devising several financial restructuring options • Guided the board and business through a demanding and hazardous period • Supervised 3 year (’12 – ’14) re-forecast procedure, which supported the sale process • Responsible for highly accurate and reliable 13 week cash flow forecasts plus day-to-day cash and working capital management, ensuring the group’s short-term survival • Project managed all workstreams (and all group and bank advisers) to a positive conclusion • Maintained business and finance team stability throughout the restructuring process From November 2011 to January 2012 (3 months) Chief Restructuring Officer (reporting to Chairman) @ • LSE quoted multi channel retailer, B2B and B2C; 3 divisions, Home Shopping, Education and Healthcare. • Peak market cap. £700m, turnover £600m, 3,000 employees and debt of £400m • Banks: Barclays, LBG, RBS, NAB, AIB • Financial difficulty from April 2008; re-financing and £80m equity raise in Summer 2009 • Fraud within the Education division in early 2010; breach of bank covenants and change of Chairman • Introduced by Deloitte, PwC and KPMG in May 2010 to lead: restructure of £280m of bank debt and £105m trade debtor securitisation facility • Achieved in March 2011: another £80m from shareholders, new 5-year bank facilities, bank debt for equity swap and bank debt paydown of £40m. • New Group CEO and FD appointed Key Achievements: • Concluded successful short-term refinancing in July ’10 (provided funding for 9 months, allowing completion of the strategic plan and the “medium-term solution” re-financing) • Managed disposal of several non-core cash flow negative group businesses (Webb, Confetti, IWOOT) • Project managed banking workstreams (and group and bank advisers) • Supervised 5 year (’11–’15) re-forecast which supported IBR, produced for banks by PwC, and equity raise • Responsible for developing and implementing funding model which determined the new debt structure • Led the successful bank re-financing process and negotiations (lasting four months), including facility docs, debt commitment/availability, financial covenant package and bank equity instrument • Successfully negotiated with the four group defined benefit pension scheme trustees to accept no contribution increase for the next 3 years (even though fund deficits had increased) • Assisted group advisers (Greenhill, Clifford Chance) in devising several financial restructuring options • Maintained business and finance team stability throughout the restructuring process; ensured that group accounts were prepared on a Going Concern basis From May 2010 to April 2011 (1 year) Chief Restructuring Officer (reporting to Chairman) @ • Privately owned, national house building and property development company: new build, city regeneration, historical restoration and refurbishment • Grown rapidly through acquisitions, one of the fastest growing companies in the UK property market, top ten of the UK’s leading house builders: • Turnover £700m, 1,900 employees and debt of £1.2bn (all LBG) • Breached bank covenants in mid-2008 after the rapid downturn in the property market. • Introduced by Deloitte February 2009, plus new Chairman and Group Company Secretary, to lead: restructure of £1.2bn of secured bank debt and transfer of ownership of 5 sub-groups to bank • Achieved in August: £530m debt/equity swap and £640m of new long-term secured debt facilities. • Remained for further four months to integrate bank-owned businesses and security package. Key Achievements: • Project managed all workstreams (and all group and bank advisers) to a positive conclusion • Supervised 3 year (’09 – ’11) re-forecast process which supported the IBR produced for the bank by Deloitte • Responsible for developing and implementing funding model which determined the new debt structure • Led the successful re-financing process and bank negotiations • Responsible for highly accurate and reliable 6 month cash flow forecasts plus day-to-day cash and working capital management, ensuring the group’s short-term survival • Established a supportive relationship with HMRC; negotiated a Corporation Tax payment “standstill” until the conclusion of the re-financing • Supervised the production of the 2007 Financial Statements; filed for c80 companies in September 2009 • Maintained business and finance team stability throughout the restructuring process From February 2009 to December 2009 (11 months) Group Finance Director (reporting to CEO) @ • LSE quoted UK property services group: market cap. £400m, turnover £270m and 3,500 employees. • Highly acquisitive and complex; breached bank covenants in late September 2007, after first-half losses. • Introduced by Deloitte in early October 2007, plus new CEO, to lead: restructure of £205m of secured bank debt (Lloyds, HBoS, HSBC); business turnarounds; manage several large and complicated financial claims. • Additional responsibility for IT, internal audit and asset realisation • After 7 months and £30m+ of new bank money: administration of parent and non-core businesses and “pre-pack” of three divisions to bank-owned SPV, Caley Ltd, for £125m. • At banks’ request, stayed a further 5 months to transition, integrate and separate bank-owned businesses. • Appointed Interim Managing Director of 3C Asset Management Ltd to lead the sale process of this bank-owned business; sold in February 2009. Key Achievements: • Supervised 2008 budget process which supported the IBR produced for the banks by KPMG • Responsible for highly accurate and reliable weekly 13 week cash flow forecasts plus day-to-day cash and working capital management, ensuring the group’s short-term survival • Successfully negotiated with HMRC three times to defer and reduce payments; saved cash of £6m+ • Maintained business and finance team stability throughout the restructuring process • Implemented an increased group guarantee and security package requested by the banks • Managed property and asset realisations to support the group’s short-term cash flow • Assisted group advisers (Deloitte, Close Brothers, Ashurst) in devising financial restructuring options • Developed and activated cost savings (heads and property) to drive business efficiency • Performed a monthly tracking and review process to ensure delivery of these anticipated cost savings From October 2007 to November 2008 (1 year 2 months) Group Finance Director @ • FTSE 250 support services group: market cap. £0.5bn, turnover £1.2bn and 9,000 employees. • Radical restructuring and change in previous few years from traditional construction to service business. • Additional responsibilities: Head of IT, Procurement and Insurance. Key Achievements: • Initial diagnostic review and assessment of people, processes and systems and balance sheet uncovered significant control weaknesses and financial under-management • Wrote-off £27m and £13m of re-structuring costs and irrecoverable assets in December 2004 and 2005 • Significantly improved operating cash-flow, from -£5m to +£40m pa; share price increase from 250p to 600p • Led a group-wide challenge to cut divisional overhead costs by 0.6% of sales, £5m; reorganised divisional finance departments into service centres, reduced headcount by 15% • Saved additional £2m p.a. (25%) of insurance costs by using zero based approach and further reduced Corporate Centre costs by £1m (12%) over 3 years • Enhanced calibre of finance teams; improved quality of financial and management reporting • Successfully implemented three key finance systems • Refinanced in January 2006: enlarged facilities by £30m to £135m; saved £0.35m p.a. in interest costs • Effectively managed £18m IT investment programme and improved IT service provision • Uncovered, and led forensic investigation into, highly collusive and long-standing fraud in very small, legacy, Slate subsidiary; delivered subsequent £180m emergency re-financing (April 2007) From October 2003 to April 2007 (3 years 7 months) Group Finance Director @ • LSE quoted department store retailer: 50 stores, market cap. £125m, turnover £600m and 7,500 employees. • The group undertook a re-brand and positioning and restructured store management. Key Achievements: • Directed advisory teams in three potential acquisitions; ultimately unsuccessful • Cut costs by £10m p.a. at group and store level as part of business restructuring/brand repositioning • Re-organised finance department; reduced headcount by 30% • Successful sale of the group for £162m to Minerva plc in March 2003 (at 164.1p/share, share price on joining was approx. 100p); managed advisory team and due diligence process From October 2000 to March 2003 (2 years 6 months) Finance Director and Company Secretary @ • LSE quoted womenswear retailer: 150+ shops, market cap. £90m, turnover £150m and 2,000 employees. • Recently listed, needed an FD with retail and City experience reporting to Exec Chairman • The three founders still owned 40% of the company. Key Achievements: • Established a proactive financial planning and analysis function to provide the board and senior management with prompt, accurate and relevant management information weekly and monthly • Successfully implemented several key finance systems • Negotiated the financing required to continue the expansion of the company • Acquired second womenswear brand - Coast - and integrated back-office From April 1997 to September 2000 (3 years 6 months) 1996-1997 Finance Director – UK and Europe, 1994-1996 Group Financial Controller @ • LSE quoted global retailer: 300+ shops, market cap. £330m, turnover £350m, 4,000 employees. • Major restructuring in late 1994, with a new senior management team. • Second new senior management team in June 1995 announced a fresh restructuring plan. • Both roles reported to the Group Finance Director. Key Achievements: • Supported two major business restructurings and two changes of board over a nine month period • Maintained financial control at a high level during this very turbulent period • Headed successful bank re-financing; moved from a multi-lateral to a bi-lateral bank facility • Reduced shop cost/sales ratio by 1.1% due to improved control of costs, particularly payroll From 1994 to 1997 (3 years) BEng, Civil & Structural Engineering @ The University of Sheffield From 1981 to 1984 Dominic Lavelle is skilled in: • Confident decision maker, fresh, rigorous and flexible approach to problem solving, • High tolerance for complexity and ambiguity, dynamic change agent, • Creative and talented strategic thinker, strong, and highly numerate, intellectual profile, • Builds and inspires strong relationships, consistent, natural and influential communicator, • Continuously drives collaboration, motivational leader and team builder, • Develops excellent peer group relationships, open, honest, intuitive and tolerant in outlook, Restructuring, Cash Flow, Due Diligence

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In a nutshell

Dominic Lavelle's Personality Type

Extraversion (E), Intuition (N), Feeling (F), Judging (J)

Average Tenure

1 year(s), 7 month(s)

Dominic Lavelle's Willingness to Change Jobs



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