Sunshine Coast, Queensland, Australia
Extensive experience reporting to and working with Boards and CEO's. I am a qualified (CPA & GAICD) and experienced Director and Finance Committee Chair for both the Not-For-Profit and Education sectors and would welcome the opportunity to assist other organisations in a board or committee capacity. As a proven, dedicated, and pragmatic Senior Finance / Operational Executive, I have a consistent record of delivering outstanding results in Banking & Finance, insurance, tertiary education, local government and Not-For-Profit sectors. Progressing to Chief Financial Officer, Director Corporate and Commercial Services, Company Secretary and Acting Chief Executive Officer. My inspirational leadership style and success at building high performing and engaged teams has enabled collaborative work to achieve organisational objectives. My demonstrated ability to work across strategy and service delivery and engage with major technology responsibilities has delivered significantly improved business outcomes. I have excellent strategic thinking and business model design skills coupled with strong execution capability and a customer focus. With high levels of adaptability, innovation and responsiveness to new environments and challenges, I have developed a reputation for getting things done. A few career highlights include: - Leading the development and implementation of long-term ICT strategies including funding - Delivering significant cost savings as well as identifying alternative revenue streams contributing to on-going financial sustainability - Restructuring a large Corporate Services areas to produce a more customer focussed environment - Delivering offshore solutions requiring complex stakeholder negotiations to ensure successful operational and regulatory outcomes.
Independent Director (skills-based appointment) of the Australian Podiatry Association (NSW & ACT) and 2 of its subsidiary companies. Also Chair for the Board Finance Committee for the main entity. Overseen significant improvements both financially and from a governance perspective leading to improved member service delivery. Heavily involved in forming peak body for all podiatrists, resulting in state bodies being dissolved.
As CFO was responsible for financial sustainability of the company, with a turnover in excess of $30m in and approx. 150+ staff. In April 2021 was appointed Company Secretary by the Board, responsible for ASIC and ACNC obligations. Achievements: Developed a culture of complete transparency in the company’s financial position, engaging widely, on a monthly basis, with all areas across the company ensuring staff better understood budgets enhancing service delivery to clients. Built the trust of the Board in the Finance team’s ability to provide timely and reliable reporting to enable informed decision making. Realised significant cost savings through the following: - Established and Chaired an IT Governance Group, sourcing and engaging a new IT Managed Services provider - Reviewed the Motor Vehicle Fleet and engaged a new provider - Conducted a Payroll Review - Completed review of procurement process Restructured the Finance team (implementing a strong succession plan). Effectively acted as CEO for 5 months whilst the Board recruited the new appointment.
Appointed Acting Chief Executive Officer by the Board until the new appointment was made in Oct 2021.
Youturn Youth Support (formerly United Synergies) is a not for profit organisation providing health and social services across Queensland for more than 30 years. Youturn supports more than 6,000 young people annually with services across: • Child Safety: Providing Out of Home Care to children and young people who cannot remain living with their parents and support to vulnerable families to help maintain their family unit. • Homelessness: Providing Specialist Homelessness Services including crisis and temporary supported accommodation for young people who cannot remain at home or afford housing. • Mental Health: Lead Agency for five headspace centre with a focus on mild to moderate mental health and early intervention for young people. • Suicide Prevention: The StandBy program is Australia’s leading support after suicide services (postvention) providing support to those bereaved or impacted by suicide.
Responsible for financial sustainability of KMC as CFO. Additionally, responsible for full Finance function, Information Technology, Customer Service, Records, Economic Development, KMC’s 5 Holiday Parks, a Leisure Centre, the Lifeguard service and Property. Significant portfolio with 150+ staff in various locations. Also member of the Executive Team. Key Achievements: • Significant restructure of the finance function, including implementation of best practice monthly management reporting. KMC also has a significant presence in aged care facilities, including a new facility due for completion in November 2019 (Cost > $100m). • Established a best practice monthly reporting framework, successfully gaining a Special Rate Variation through IPART allowing Councils to increase rate charges above government set rate peg and was critical to financial sustainability. This necessitated significant liaison with State Government stakeholders. • Instigated move to new investment platform, improving returns received on investment portfolio. • Implemented a Strategic Asset Management approach to infrastructure assets. • Implemented significant staffing changes made across my portfolio. • Oversaw timely completion of Statutory Accounts and Budget entailing extensive liaison with the NSW Audit Office and auditors.
Responsible for 23 staff, including full Finance function (Financial and Management Accounting), Treasury, Accounts Payable and Receivable, Rates, Finance Systems, Financial Strategy and Payroll. Key Achievements: • Significant restructure of finance function, whilst managing State legislation guaranteeing current staff continued employment for 3 years post amalgamation, requiring significant time mentoring and guiding the remaining staff over a period of significant uncertainty. • Completion of 2018 Budget by June 2017. Upon commencement in January 2017, there had been no start on the budget, a process that should have commenced in October 2016. Developed a strategy, endorsed by the executive, to facilitate a shorter timeframe to complete the Budget. • As an amalgamated Council there was significant duplication across many systems, including the general ledger. Consolidated a number of systems and designed, developed and implemented a completely new suite of user friendly management reports, providing training for all staff and invaluable financial information for all stakeholders to manage budgets effectively. • Completed first statutory accounts for the newly amalgamated Council, signed off by the Audit Office without qualification. • Led a number of strategic projects to streamline Council’s current processes including the automation of Long-Term Financial Plan linked to Budgets, Statutory Accounts, Investments, Cashflow forecasting, etc. This is based around the TechOne ERP system. • Reviewed Council’s insurance arrangements, which had been in place for many years without review achieving an on-going reduction of around 20% pa (over $400,000). • Acted for various periods as Chief Operating Officer in manager’s absence.
SCC had an operational expenditure budget of approx. $100m in 2016 and capital budget of $70m with 370+ employees. Appointed to act in this role following an internal selection process until the resolution of the proposed merger between SCC and Wollongong City Council. Responsible for Finance function, Organisational Development, Payroll, Information Technology, Customer Service, Property and Infrastructure Services, with 125 staff. Responsible for majority of $70m capital budget and large portion of Operational Budget of $100m. Retained most of the strategic projects including Shell Cove Project, the new Civic Centre, the Links property development and the airport project.
Responsible for 25 staff, including full Finance function (Financial and Management Accounting), Procurement, Accounts Payable and Receivable and Rates. Key Achievements: • Implemented complete restructure of finance function in a short period of time, fully supported by the executive and achieved without an increase to the existing budget. Several staff from outside Local Government employed to provide more commercially oriented focus and approach to financial management. • Oversaw on-going financial sustainability of SCC via role as Chair of Council's strategic oversight committee (Project Octopus). Completed a review of SCC's financial position and as a result, established several working groups to review various aspects of Council's finances. Project achieved significant savings of $5.5m in depreciation alone. Outsourced SCC's motor vehicle fleet of 130+ vehicles saving $0.5m in operational costs and $0.5m+ in capital expenditure. Significant achievement given the strong union presence at SCC. • Held significant responsibility and strategic financial oversight for the Shell Cove Residential project (a JV with Frasers involving a substantial residential and commercial development and a boat harbour construction - larger than Darling Harbour), Albion Park Airport, The Links Golf Course redevelopment and the new Civic Centre. • Key member of SCC Risk and Governance Committee and the IT Governance Committee. • Joint Chair of merger committee with Wollongong City Council, prepared Council's submission to State Government including public speaking at stakeholder forums and radio interviews. Committee had a strategic focus consisting of 12 senior staff across both organisations. Significant interaction with Department of Premier and Cabinet as the facilitators of the State Government’s proposed amalgamation process.