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Summary of Reports

 Access Accounting

 Asta Development

 ChangeDirector

 CIBER

 Deltek

 Epicor

 IFS

 IRIS Project Solutions

 Maconomy

 OpenAir

 Oracle

 PLI-SofTools

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Management Briefings



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

 Expert Opinion: David Loveless and Allen Ruddock of Transformis

 View from the Top: The Red Brick Road | Part 2

 Cut to the Chase: Isochron's Alan Fowler | Part 2

 Fed up with Gino?: Onemind Management's Steve Clarke | Part 2

 Earthquakes in the Project Portfolio: Graham Oakes of Graham Oakes Ltd | Part 2

 Don't Forget the Q Word: SGK Consulting's Steve Kirk | Part 2

 Perfecting Partner Projects: Hartley Millar of Management Partners | Part 2

 Success in Uncertain Times: Serco Consulting's John Brinkworth | Part 2

View from the Top - Part 1 | Part 2

  PROFILE

Mez Corfield

Company: The Red Brick Road.

Interviewee: Mez Corfield.

Job Title: Financial controller.

The Subject: Advertising agency The Red Brick Road has adopted a new company-wide job costing and finance system to improve its financial controls and to manage its business more effectively.

PERSONAL FILE

NAME: Mez Corfield.

BACKGROUND: Mez joined The Red Brick Road as financial controller in April 2007. Her role quickly expanded to oversee the HR, IT and administrative functions alongside finance. She was actively involved in the set-up of Ruby Integrated, a subsidiary company, for its launch in February 2008.

Her focus has always been to improve financial processes and systems to meet both the needs of the agency and to better service its clients.

Mez has been working in the advertising industry for the last six years. Before joining The Red Brick Road, she was finance manager at TBWA.

Mez is originally from South Africa and has been living in the UK for 10 years. She is a Chartered Management Accountant.

Q: WHAT WERE THE REASONS FOR CHANGING YOUR SYSTEM?

A: As an advertising agency we are constantly producing creative material and at any one time we can have between 400 and 500 jobs in progress.

It is essential for the success of the business that the costs for each job are recorded correctly, allocated to the right budget and that the administrative processes of the company are functioning as efficiently as possible.

When I started with the agency two years ago we had a finance system that was no longer fit-for-purpose and there was no integration between the job costing and financial systems.

Therefore, we spent a considerable amount of time each month checking the integrity between the two systems and making sure that the job costing was reflected accurately in the general ledger.

We needed to move to a fully integrated solution that would streamline internal processes and allow us to manage the business more effectively.

This would be rolled out to all parts of the agency and provide us with the additional capability for estimating, purchase order processing, timesheet and expenses recording.

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