RSM TENON How do you think you can add value to RSM Tenon?

Vital to succeeding as an Auditor at RSM Tenon is the ability to build and foster strong relationships with clientele. During my stint at Knight Capital Group I successfully forged relationships with key stake holders, understanding and listening to their needs, and consequently serving them beyond expectation. In my capacity as President of the Golf Society I have led teams in organising several large events. A recent golfing event was attended by 75 people. The effective teamwork crucial to the success of this event was achieved through playing to the strengths of the individuals on the committee. I believe that the leadership, communication and organisational skills I developed during this process make me well suited to a role within Assurance & Advisory. Is there any other information you would like to give in support of your application? The opportunity to work with and learn from world class accountants along with the philosophy adopted by RSM Tenon; commitment to their people, training and development, is one that will provide a superior foundation for building a professional career - a place to learn, to achieve and to grow. At RSM Tenon there is a commitment to putting the client first. The appeal of a role in Assurance and Advisory is that it involves building and forming strong client relationships. This is something I have also very much enjoyed doing whilst helping to re-establish a small business throughout the last year. Through selling fragrances to local businesses in face-to-face presentations and over the phone I have learnt to generate enthusiasm for my ideas. Please enter details of any relevant software packages that you are a proficient user of.

Describe your most significant achievements to date. How did you go about them and what did you learn from each experience. During my stint at Knight Capital, the underlying issue faced by the team was that of, P&L reporting errors being significantly high. This

was due to processes being manual and consequently much time being allocated to producing P&Ls, as opposed to the analysis of P&Ls. I developed several new automated models which reduced P&L production time from 86% to 52%. Following on, I implemented controls and a myriad of background checks required for team members to complete ensuring that reporting errors were minimal. A combination of both resulted in productivity improvement and a fall in reporting errors by 17%.