Scott Sanderson


Experienced CFO with over 12 years PQE in asset management finance and with extensive management and board experience. Proven ability to build finance teams and develop them as a business partner, and with a track record of process & control improvement leading to time & cost efficiencies. Qualified ACA with experience of managing companies in multiple jurisdictions, under multiple GAAPs and in multiple currencies.

PC Skills :

TM1, Alea, Excel (including macros), Access, Oracle, Sun

Work History

Work History
Oct 2009 - Present

Integration Manager

BNY Mellon Group

Temporary contract to manage integration of Insight Investment into BNY Mellon Asset Management following acquisition in 2009.

Insight Investment is a specialist investment manager with over 300 staff and £100bn of assets under management, acquired by BNY Mellon in November 2009.

  • Coordinated integration project covering all aspects of integration including distribution, technology systems and operating procedures.

  • Project manager for distribution integration project.

  • Facilitated negotiations regarding revenue sharing in respect of integrated distribution function.

  • Developed SLA between Insight and BNYM for distribution services and related operational support.

  • Produced status reports including risk / issues logs for BNY Mellon and joint steering committees.

  • Point person for both Insight & BNY Mellon for cross organisation issues

Jul 2009 - Sep 2009

Career Break

Career break following dissolution of prior organisation

Apr 2006 - Jun 2009

Chief Financial Officer

WestLB Mellon Asset Management

WestLB Mellon Asset Management is an asset management joint venture between WestLB & BNY Mellon comprising 6 entities with a total staff of approximately 300 globally, annual turnover of €70m and €32bn of assets under management.

Team structure

  • Developed new finance function covering operations in 3 continents that became a fundamental and respected part of the business with a presence in all business meetings and decisions.


  • Changed attitude of line of business management towards finance.

    • Enforced links between the finance function and operational line management.

    • Improved budget control. Line management no longer acted independently with regards to budget control but instead were actively involved in a centrally coordinated budget and forecast.

    • Early identification of revenue opportunities, budget surpluses and deficits through coordinated forecasts allowing prompt reaction to circumstances and reallocation of resources.

  • Improved efficiency and eliminated duplication of effort in reporting as finance became the accepted source of all financial management reporting. Eliminated the independent, internal business reports & produced additional finance reporting without additional headcount.

Process improvement

  • Reduced monthly reporting timetable by 5 days. Enforced new monthly reporting procedures to ensure month end results produced within 2 business days of month end and a detailed forecast produced by 7th working day.

  • Eliminated volatility in reported revenues and improved accuracy, forecasting and analytical capabilities through implementation of new procedures for recognising monthly revenues.

  • Ensured consistency and accuracy of financials by introduction of standard reports, reviews and policies in all locations.

Strategic information

  • Termination of unprofitable product lines saving over €1m p.a. and sale of various entities and lines of business that could not be supported within the group identified from internally developed dynamic financial models.

  • Improved revenues and margins through renegotiated client fee rates as a result of new fee sharing model introduced to discourage fee rates that produced low profit margins for the group.

Technical skills

  • Developed and implemented a new, largely automated, process to produce consolidated statutory accounts in UK GAAP with US and IFRS equivalent statements, together with consolidated regulatory returns within tight year end timetable.

  • Selected and implemented new management reporting system, allowing management and finance staff access to finance information in all locations.

2003 - Mar 2006

Deputy to CFO

BNY Mellon Group

Deputy to CFO for BNYM Asset Management International (BNYM AMI), the sales and distribution group for BNYM Asset Management outside of North America, covering Europe, Asia, the Middle East, Australia and South America.

  • produced management reports and financial analysis for senior management in the UK and US (head office),

  • implemented consolidation and analysis process for the results from the finance teams outside of Europe,

  • due diligence and integration into BNYM financial reporting platform for acquisition of Pareto Partners,

  • designed and implemented SOX compliant controls and documentation,

  • implemented new revenue recognition procedures for retail division,

  • implemented a local management information reporting tool,

  • member of the project team implementing a new general ledger.

2000 - 2003

Financial Controller

Financial Controller for BNYM AMI Operations and Offshore 2000-03

  • Implemented processes to consolidate results of newly acquired and growing offshore entities and developed internal control procedures.

1999 - 2000

Finance Manager

Newton Investment Management

  • Built new finance team & improved processes to meet new BNYM parent reporting requirements.

Dec 1997 - 1999

Management Accountant
  • Production of management accounts and analysis for the institutional asset management and private client divisions.
  • Development of new accrual and revenue recognition processes.
Sep 1994 - Dec 1997


Pannell Kerr Forster
  • Variety of audit roles, progressing from audit junior to audit senior with significant experience in Lloyds insurance market.
  • Two three month secondments to Lloyds of London to work in the quality assurance team for the Equitas project, designing and implementing testing programmes.


Oct 1990 - Jul 1993

BSc Hons

Uper second class


Southend High School For Boys

4 A-levels, all grade A

8 O-levels / GCSEs




Includes writing and use of macros