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Other Directories, Comparisons, Research 2009 Financial, Accounting & Reporting Software (April) View from the Top: ...

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Summary of Reports

 Access Accounting

 Agresso

 COA Solutions

 CODA

 dhc

 Epicor

 iB Solutions

 Infor

 IRIS Exchequer

 Maconomy

 Oracle

 PS Financials

 Sapphire Systems

 TechnologyOne

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Management Briefings



 Market Overview & Analysis: Conspectus’ latest research | Part 2

 Expert Opinion: Jacqui Sexton of Insight Management & Systems Consultants

 View from the Top: British Small Animal Veterinary Association (BSAVA) | Part 2

 Forecasting with Confidence: KPMG's Nick Mountcastle | Part 2

 Rules for the New CFO: Booz & Co's Irmgard Heinz, Jens Niebuhr and Justin Pettit | Part 2

 Perils and Profits of P2P: Consultant interim manager Mike Holmes | Part 2

 Neither Fish nor Fowl: James Gill & Co's Alasdair Gill | Part 2

View from the Top - Part 1 | Part 2

  PROFILE

Stephen Torrington

Company: British Small Animal Veterinary Association (BSAVA).

Interviewee: Stephen Torrington.

Job Title: General manager.

The Subject: The BSAVA has implemented a new financial system to improve its business efficiency and provide far more accurate information to its 6,000-plus members.

PERSONAL FILE

NAME: Stephen Torrington.

BACKGROUND: Stephen grew up in Bristol and started his career as an apprentice lift engineer, despite an ambition to become a cartographic draughtsman.

After five years as an engineer working throughout the world, he secured a job with The Express Lift Company, part of GEC. This coincided with a move into management and after being identified for training, he was placed on a GEC fast-track management programme progressing into senior management.

After completing the programme, he made a personal decision to take a Masters Degree at Bristol University, graduating in 1998 with a MSC in Business and Finance.

He was immediately head-hunted for an MD role at a company requiring a major restructuring and since 1990, has constantly been involved in change management and restructuring several large companies.

After completing a five-year stint restructuring a major Dutch marine engineering and standby power company, and wanting a new challenge, he joined BSAVA in 2004 in his first venture outside of industry.

The last five years have been spent gaining experience on how to manage and influence trustees and volunteers through persuasion and negotiation to become more commercially focused and to view the charity/association as a commercial entity while still allowing it to keep its values and aims.

Q: WHAT PROMPTED YOU TO REPLACE YOUR CORE FINANCIAL SYSTEMS?

A: The charity had grown from a turnover of £1 million and a few staff, to over a £3 million organisation with in excess of 20 employees.

The IT systems had not really kept pace with this growth. For instance, the existing financial system was adapted to cope with administration and membership requirements and a great deal of bespoke work had been undertaken to make the systems work.

A significant amount of money had also been invested in developing a new website and in integrating it with the existing systems; we therefore had to persevere with the current systems even though they did not fully meet all our business requirements.

When our website provider went into bankruptcy, this provided an unexpected opportunity to re-evaluate our systems. For, even though we held the intellectual property, it would have been too expensive to go through the courts to repossess the software.

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