In conjunction with industry counterparts, the AFGC are leading the development of a circular economy for Australia's soft plastics. The National Plastics Recycling Scheme (NPRS) aims to bring brand owners, manufacturers, recyclers, consumers and other stakeholders together into one powerful, nationwide scheme to transform our plastics problems into circular solutions.As the Associate Director - Finance and Operations (CFO and COO) for the program, in conjunction with the Director - Sustainability, I lead the development of the scheme's financial and operating components, including:- scheme financial model, including eco-modulated pricing, operating costs, budgets and funding models- commercial and contracting elements, including development and implementation of commercial contracts for scheme participants- market and industry development, aiming to bring significant capital and recycling infrastructure onshore at scale- operating model design, capturing the various collection channels, recycling options and supply chain participants, operational trials and pilots- stakeholder engagement in conjunction with the AFGC advocacy experts- corporate governance and group structure matters

API have a rich, 100+ year history as a community focused QLD NFP for thousands of members, with operations currently incorporating childcare centres, commercial property and holiday rental accommodation. API is now amidst a significant shift in strategic direction, with a strong CEO and refreshed Board of Directors set to take the business on a new journey, whilst continuing to deliver on its purpose.With oversight of the finance, risk and governance frameworks, working collaboratively with the CEO and CFO, and Board Chair, we are transforming the organisation. Specifically, the finance, audit and risk management committee is refining its focus on key indicators, business performance aspects and business investment decisions important to the Board, whilst supporting the ongoing development of the CEO and CFO.

As an industry leader, Mandalay Technologies is delivering technology and data management solutions for the resource recovery, sustainability and waste management sectors across Australia and New Zealand.Our bold growth ambitions required new thinking, new markets, new products and a clear strategy on how to tackle these ambitions. Charged with designing and delivering on expedited but sustainable growth, taking the business to another level.As the CCO, key accountabilities include:- head of strategy, developed our enterprise strategy in conjunction with the CEO and Leadership Team- commercialising new products and services, building investment cases and market analysis, accessing new markets- accelerating company growth through new revenue models, market analysis and process improvement- customer and market strategy development- key strategic partnerships and accounts, including rollout of a customer success framework- marketing, communications and brand activities including market segmentation, product marketing for new and existing markets, brand awareness, customer and stakeholder communications

Container Exchange (COEX) is the not-for-profit Product Responsibility Organisation appointed to administer the QLD Container Refund Scheme which commenced in Nov 2018 - the scheme brand is known as Containers for Change QLD. A startup organisation with a difference, COEX created close to 800 new jobs and collected over 4 billion containers, with the aim of collecting and recycling 85% of all eligible beverage containers by 2022.As part of the initial management team, I played a critical role in establishing the business, designing and implementing systems and processes, developing new markets for recycled commodities, establishing core operations, executing agreements and delivering tangible outcomes from day 1.As the chief strategy and growth officer (CSO, head of strategy), establishment of the company's future direction is crucial to success. Key focus areas included:- clarity and realignment over the strategic direction throughout the organisation, with a focus on environmental, social and economic impact- working with the Board and Leadership Team to develop and execute the corporate strategy, strategic objectives, implementable operational plans and supporting budgets- significant government stakeholder relations, including delivery of strategic plan to the Minister and key state government departmental leads- identification, development and execution of new / growth markets and segments, including securing new onshore recycling infrastructure and capacity- corporate development and strategic partnerships with sustainability focused corporates such as QIC, Education Queensland and Queensland Rugby League- development and execution of the company's circular economy priorities- digital strategy and digital platform development- leading the enterprise-wide PMO to enable successful execution of strategic initiatives through detailed project planning and accountability

As the chief financial officer (CFO) I led the finance, commercial, information technology and strategy development portfolios, with my accountabilities incorporating the delivery of:- reporting & data analytics, including establishing the data analytics function, building out the framework and overseeing delivery of associated infrastructure- budgeting, treasury and cash management, including detailed modelling and analysis for scheme pricing and associated stakeholder engagement- negotiation, execution and governance of commercial contracts including offtake arrangements and overseeing process improvement and governance over selection of new scheme participants- corporate governance and Board engagement, including board and subcommittee submissions, policy development, risk management, presentation of documents to the Board for approval- project management of the ERP and systems rollout - market development including business growth and long term commercial partnerships - development of corporate strategy, operational plans and supporting models

Aurizon at the time was the largest rail freight haulage operator in Australia and an ASX top 25 company. Aurizon operated in key freight sectors and supply chains across the country and was Australia’s largest coal rail transport provider with revenue of more than A$3.8bn. As the head of growth and business development (BD) for the A$1bn+ coal haulage business across QLD and NSW, my accountabilities covered all aspects of business development and growth activities including:- leading our team of business development managers and business analysts- negotiating and executing complex, B2B agreements valued between $20 million and $1 billion with mining companies in the coal sector- driving enterprise ROIC and EBIT improvements through tailored customer-focused solutions- building a high performing team culture- delivery of growth and market based strategic plans- identifying M&A targets

Working with the GM Coal Business Development to develop and manage the growth and re-contracting pipeline for Aurizon's A$1bn coal haulage business in QLD and NSW. Actively working with our Customers to develop and understand our Value Proposition, and in turn driving internal growth in revenue, EBIT and ROIC. Leading and supporting negotiations with our Customers on new business opportunities, as well as re-contracting / extending the existing portfolio.I have led or played a key role in customer negotiations with: BHP, Rio Tinto, Glencore, AGL, Yancoal, Peabody and others.

A lead analyst within the Commercial Planning group embedded within the Commercial & Marketing function, which required the development and use of various complex financial models for pricing, portfolio strategy, risk quantification and contract negotiations support. With a focus on supporting our Account Management team with key financial analysis and commercial risk positions advice in order to extract value whilst meeting the Customer's requirements, this role requires a high level of commercial acumen to influence decision-makers and achieve positive outcomes.During my time in this role, I was seconded to co-lead an enterprise-wide restructure project. The role encompassed organisational structure redesign, the development and valuation of transformation initiatives and executive reporting requirements.

Initially joining Aurizon (at that stage Queensland Rail) to work on the IPO, allocating assets and demerging the business. It was a significant transaction and a complex environment to be a part of, amidst significant change.I then moved to a financial reporting, planning and management accounting accountability for Corporate Services, Operational Excellence and Network Services Finance areas. Acting as the key finance partner for these functions, I performed a range of management and financial accounting tasks including budgeting, forecasting, perdiodic reporting and ad hoc accounting tasks. Bringing a commercial finance view to the roles allowed a focus on continuous improvement and action-orientated information for decision-makers.

During my time with Deloitte in Brisbane I was seconded to this internationally owned mining joint venture, acting as the key finance member (virtual CFO) reporting directly to the CFO / CEO. Responsibilities included various management and financial accounting duties including general purpose financial statements, budgeting and forecasting, construction-in-progress accounting, foreign exchange accounting, cashflow reporting, international shareholder reporting requirements, and liaising with international financial institutions and legal advisors.

Melbourne: working within Deloitte Private (previously Business Advisory Services), providing accounting and tax services for Small Cap listed, SMEs and High Net Worth family groups.Brisbane: secondment to a key client (refer above Project Accountant role) in a commercial outsourcing / virtual CFO capacity.

Accounting and tax services for SMEs and High Net Worth family groups.