Interim Finance Director — Infrastructure Revenue and Cash Conversion

Finance leadership at the service-to-cash boundary

Candidates need senior finance experience in infrastructure, logistics or another contract-based, asset-intensive environment. Evidence should include improving cash conversion through changes in processes and accountability, not only through collection campaigns. Familiarity with customer disputes, revenue recognition, procurement commitments and operational systems is important.

A strong applicant will be able to lead finance staff, challenge operational assumptions and negotiate internal priorities without turning every unresolved issue into a board escalation. Professional finance credentials or equivalent experience are expected.

Diagnose why cash is not arriving

Establish an accurate view of the revenue cycle from service evidence to invoice, customer acceptance and payment. Segment overdue balances by collectability and cause rather than simply by age. Identify where operational records, contract interpretation, pricing adjustments or incomplete documentation prevent cash conversion. Agree corrective actions with commercial and operational owners.

Run corrective decisions and reporting

Create a cash forecasting process that incorporates actual payment behaviour, committed expenditure and restricted balances. Review working-capital practices alongside maintenance and service continuity needs. Prioritise recoverable amounts, resolve recurring billing defects and set escalation routes for material disputes. Assess whether supplier payment plans are realistic and whether changes to terms would introduce unacceptable delivery risk.

The director will improve the quality of reporting used for funding decisions, including clear bridges between earnings, operating cash and financing requirements. They must resist cosmetic improvements achieved by delaying essential expenditure or relabelling doubtful receivables. Proposed commercial settlements and exceptional payments require the relevant authorisation.

A process that outlasts the interim

Deliver a reconciled receivables position, an owned billing-control process, a dependable short-term cash forecast and transparent treatment of disputed or doubtful balances. Report progress in cash realised and recurrence prevented. The handover should enable permanent leadership to sustain improvements without relying on the interim director's personal intervention in every invoice or payment decision.