Melbourne, Victoria, Australia
I don't just report the numbers. I translate them into strategic clarity that empowers boards and CEOs to act with confidence. Over 18 years of financial leadership across aged care, healthcare, manufacturing and technology has taught me that exceptional CFOs serve as strategic architects, not just financial gatekeepers. Today, I oversee $100M in aged care operations across six sites in Australia and New Zealand, where my mandate extends far beyond compliance to strategic transformation. My track record delivers measurable impact: - Engineered $5M+ in sustainable financial improvements through strategic restructuring - Orchestrated complex M&A transactions from initial due diligence through post-acquisition integration - Pioneered real-time financial intelligence systems that convert data into board-ready strategic insights The modern CFO role demands more than technical expertise. We must serve as scenario planners, risk translators and strategic operators who turn regulatory complexity into competitive advantage, particularly critical in heavily regulated sectors like aged care and NDIS. My philosophy is straightforward: boards don't need more reports; they need interpretative confidence. Confidence that their decisions are data-grounded, their risks are quantified, and their growth strategies have clear financial pathways. As a recognised thought leader in financial strategy, I share governance insights and have authored three definitive guides for executive teams: 📗 "Beyond the Numbers: A CFO's Guide to Real-World Finance Mastery" 📘 "Aged Care Reform 2025: A Practical Guide for Executives and Managers" 📕 "NDIS Financial Management: A CFO's Guide to Operational Excellence" These publications reflect my commitment to elevating financial leadership standards and helping executive teams navigate regulatory complexity with strategic clarity. Core expertise areas: - Strategic Board Advisory & Governance Excellence - M&A Strategy, Execution & Integration Leadership - Financial Transformation & Turnaround Management - Regulatory Economics in Aged Care & NDIS - Executive Financial Education & Leadership Development - ESG Integration & Performance Strategy CPA | MBA | Certified in Financial Modelling, Business Valuation & Strategic Analysis The CFO role has evolved. It's no longer about keeping the lights on; it's about lighting the path forward. Connect if you're seeking a finance executive who brings strategic depth, commercial courage and governance expertise to your leadership team.
Nazareth Care is a 100-year-old not-for-profit aged care provider. Six APAC sites across Australia and New Zealand, 1,000+ staff, $100M annual revenue. Services cover residential aged care. I joined as APAC CFO reporting directly to the Board, tasked with rebuilding financial control, leading the organisation through Aged Care Act reform, and positioning it for sustainable growth. What I've delivered: - Financial turnaround. 74% improvement in net profit, lifting Nazareth into the top 10% nationally on StewartBrown benchmarking. - Audit result. Reduced adverse audit findings from 7 to zero through stronger financial controls and governance frameworks. - System transformation. Delivered a full Microsoft AX to Business Central migration on time and $50K under budget, improving reporting capability and board-level data transparency. - Capital funding. Authored a $5M government infrastructure grant proposal, including feasibility studies, capital modelling and cost-benefit analysis, to support a strategic development initiative. - Team leadership. Lead a finance team of 13 across Australia and New Zealand, covering management reporting, budgeting, forecasting, payroll, AP and treasury. The broader focus: financial sustainability through AN-ACC funding transitions, Aged Care Quality Standards compliance, cybersecurity for financial data, and business continuity across multi-site APAC operations.
The Bays is a not-for-profit hospital and aged care group. I joined during a period of operational growth and rising funding pressure, inheriting a finance function that needed structural work. What I delivered: - Lifted cash position by ~$600K annually through treasury policy and working capital changes - Pushed revenue forecast accuracy up 45% by rebuilding FP&A from the ground up - Identified ~$1M in annual savings through cost optimisation and efficiency programs - Designed a $1.5M capital investment plan with clinical and operational leaders, improving ROI by 20% - Managed a $50M operating budget across hospital and aged care divisions - Led and developed a finance team of seven into a stronger business partnering function The role grounded me in hospital and aged care funding models, and the reality of running finance under regulatory and cost pressure.
William Adams is the Caterpillar dealer for Victoria and Tasmania, running 14 branches across heavy equipment sales, service and rental with revenues exceeding $500 million. I led finance operations and a multi-year transformation of the function. What I delivered: - Cleared a 5,000 invoice AP backlog in 3 months using Lean and Six Sigma - Cut monthly close from 14 days to 3, and annual close from 8 weeks to 6 days - Led a $2M ERP implementation across 14 sites, unifying systems and data - Automated core accounting processes, lifting efficiency in key functions by ~50% - Standardised financial policies, procedures and controls across every branch - Partnered with branch and departmental leaders on P&L analysis and turnaround plans This role is where my conviction formed about finance transformation, process excellence and practical use of technology.
Advisory CFO and Company Secretary for a membership-based health and fitness industry organisation, held alongside my full-time role. Covered treasury, banking, tax, statutory reporting and strategic financial planning. Outcomes: - 15% reduction in operating expenses while maintaining service quality - 20% year-on-year revenue growth supported by a new data analytics platform - 25% increase in available funding through restructured banking relationships - Established financial governance framework and internal controls - Integrated AP, AR, FP&A and audit into one cohesive function
FP&A, commercial analysis and sales analytics lead for a multi-site operation. Outcomes: - Launched a lost-customer win-back program that recovered ~$500K in sales in 6 months - Lifted customer retention by 10% through pain point and opportunity analysis - Automated sales reporting, lifting team productivity by ~20% - Built sales analytics by customer, location and brand to enable data-driven commercial decisions - Partnered with sales leadership on targeted promotions and product bundles that improved margin