Brightwater Engineering provides bespoke engineering solutions, industrial installation services and maintenance, and fabrication throughout New Zealand and to a large range of sectors. The company three main sites, Nelson, Greymouth, and Auckland and employs over 160 people. Working closely with the CEO and board to refine the strategy and transform the business by providing improved information for decision making to drive improved commercial outcomes.Responsibilities and Achievements:• Improved processes and ways of working through better understanding of the business, automation and developing a more cohesive team which resulted in driving $250k of cost reduction.• Improved reporting and information being shared across the business through the implementation of Jedox (BI Tool). This included weekly and monthly reporting packs giving better understanding of the result each month and allowing us to make timely changes in the business to improve bottom line performance.• Restructured Brightwater Group from 18 companies down to 3 companies reducing compliance costs and aligning the structure to best practice.

Coupland's Bakeries has been in business for 49 years and has grown to 26 retail stores across New Zealand, two manufacturing sites and services a large number of wholesale customers.Partnering with the Managing Director and the Senior Leadership Team to transform and grow the company by playing a diverse role across financial stewardship, ensuring we have an efficient and effective financial team, developing strategy and implementing change across the business.Responsibilities and Achievements:• Successful lead the implementation of NetSuite ERP system and new WMS system across the business. This was done at a third of the cost of a normal ERP implementation. NetSuite now provides the business with full stock visibility and insight into factory production.• Organised and facilitated Coupland’s first strategy workshops and drove the development of its strategic plan to turn the company around• Undertaken and lead the strategic IT transformation project to move the business from an analog age to the digital age, including migrating to M365, outsourcing the WAN, implementing cloud phone system, moving from on premise to the cloud, rolling out fit for purpose computers and implementing a new ERP system.• Improved the month end process from 15 days to 5 days by process improvement and automation and implemented insightful management accounts to provide the business with timely information for decision making.• Developed insightful and structured board reporting to enable better decisions to be made and improve governance across the business. This included implementing business cases for key projects.• Lead a turnaround of performance within the business by challenging the status quo, looking for process improvements across the business and improving information available to leaders within the business transforming the business from 5 years of losses to generating a solid profit after substantial investment back into the business.

Working with the Senior Leadership team, my role is to provide commercial insight to drive business growth, undertake robust budgeting and forecasting processes within the business and improve reporting for the business.Responsibilities and Achievements:• Developed the long range plan including debt and capital raise requirements to further grow and develop the business which resulted in a $95m capital raise and a launch of a $300m capital program. This included business case preparation for the major capital programs.• Improving the monthly reporting to senior management and the board through simplified flash reporting and insightful margin analysis.• Working closely with the GM’s to implement Integrated Business Planning (monthly forecast cycle) and business performance review• Completing the half yearly and full year investor relations pack for the business to support the announcement of its results to the market• Optimised the monthly management accounts providing timely information in a clear report to enable quick and robust decisions to be made to improve performance• Undertake the setting of the monthly and annual milk price (payable to Synlait suppliers) which is the largest cost to the business. This includes providing financial stewardship and recommendations to the board on the milk price to ensure Synlait is getting the best return for shareholders• Take ownership of the annual budget process, ensuring the business is engaged and has the commercial acumen to set a fair but challenging budget.

Partnering Store Maintenance, Trolley’s and Central Operations, this role focuses on improving services to stores and playing a key role in the partnership with City Facilities Management.Responsibilities and Achievements:• Improving reporting to the business within Maintenance by creating dashboards and driver trees to better understand spend and find efficiencies• Working closely with Procurement and City FM to expand the services it provides to include Coles Liquor, Coles Express and Coles DC’s, providing the Coles group with a potential $8m benefit.• Partnering GM HR Operations, GM Central Operations, GM Safety & Compliance and GM Maintenance, Energy and Sustainability to ensure robust cost control occurs within the business to allow the business to re-invest in value for customers• Investigating and trialling new ways to retain and collect trolleys for supermarkets, including trials for night collection and GPS tracking of trolleys.

Reporting to the Head of Operations Finance, the focus of my role is to partner the store network and leadership team to provide a robust budgeting and forecasting process across the store network and investigate optimisation opportunities to maximise profit and simplify processes.One of the key objectives of this role is to drive simplicity in the store network. A focus of mine has been investigating beyond budgeting for stores and what it could mean for Coles. The concept involves removing store budgets and providing ownership back to stores giving them freedom, capability and accountability for improving performance.Successes to-date:- Successfully managed a trial to remove store budgets across a region. After three months this region has been successful in increasing sales and trading profit greater than their market and state. - Sign-off by senior management of the role out of no store budgets fleet wide in FY16.Currently I am project managing the beyond budgeting project and change management process across the organisation. This includes building new tools to allow store managers to manage their business, including store business plans, profit predictors and scenario planning tool, new reporting with a focus on business drivers and key dashboards and an improved STI program for department and store managers.The role also involves managing the FY15 Risk and Outlook process for Operations providing key information to directors to provoke discussion on key initiatives and make informed business decisions.The role has management of two direct reports and three project resources with a key focus on developing their commercial acumen skills to provide better analyse of the business and identify opportunities for improvement.

Partnering the Operations Stream (34 people) of the Total Loss team, my role is to provide strategic vision, commercial decision support, analysis and modelling, and provide actionable insights and recommendations on optimal outcomes for the store network.My role also entails communicating and engaging across functions, ensuring appropriate governance framework is in place, including management of budgets, forecasting, reporting and to challenge & influence project teams to get 'win/win' solutions.My key achievements to date in this role have been:• Managed the store budgeting process for total loss. This involved the successful implementation of benchmark budgets across the network after two other failed attempts in prior years. The plan included a three month change management and communications plan and has delivered improved performance across the fleet.• Building and embedding Total Loss reporting including dashboards with actionable insight to drive performance within the network. These dashboards highlighted under-performing stores and allowed our coaches to prioritise and understand which stores needed assistance which drove improved performance.• Leading the finance transformation process for Total Loss including creation of the Finance business plan and a better working environment for all team members.• Supporting and influencing key operational and strategic decisions including the creation of the FY15 strategic plan.

Reporting to the Head of Finance, the focus of my role is to partner the branches and leadership team to provide robust financial analysis and commercial insight along with running the budgeting and forecasting processes. My key achievements in this role have been:• Initiated changing in the finance team into a business partnering model to give the necessary support to branch managers and the leadership team to drive strategy and performance. This delivered a superior service of information and analysis allowing for more accountability and better commercial decisions to be made.• Implemented a Business Intelligence solution (Calumo) for OAMPS which provides a tool to deal with the rapid growth in demand for sophisticated and near-immediate analysis of business performance.• Managed the implementation of a branch turnaround model and process that has been rolled out to 9 branches successfully to-date, of those, 4 branches requested to be put through the process. The model and process has delivered more than $1m of EBITA improvement across these branches.• Designed & successfully implemented new budget models at branch level with ownership by the branch manager which produced accountability for results within the business. This lead to building and implementing forecasting at OAMPS which allowed business leaders to make decisions for known shortfalls in income so the business continued to meet/exceed budget and meet the expectations of its shareholders.

Reporting to “Own Brand” Manager, the focus of the role was to provide weekly sales reports and analysis for “Own Brand” products across Central Europe.My responsibilities and achievement for my Business Analyst role at Tesco's were:• Completing weekly and monthly performance reports, KPIs and commentary for Senior Managers for the 4 Central European Countries. I designed and implemented a new weekly performance report through process improvement which was submitted to management on day 1 the following week (previously it took 7 days to be produced). This gave managers more timely information to make immediate decisions on performance opportunities and issues.• Analysis and benchmarking of products, pricing and country results. I designed and implemented a new sales analysis report for the buyers that gave them the necessary information to negotiate further on price.• Creating and delivering Scorecards for major suppliers in a timely manner each month. This involved working with suppliers to improve the reporting function Tesco offers to best meet their needs.• Managing the service level system and reports. This included creating and managing the service level fines system and working with region management to provide analysis and commentary on suppliers. This was seen as a successful new initiative.

During my time at Tesco I also reported to “Property Finance Manager” with a focus to provide quarterly management reports, investment analysis and joint venture financial accounts.My responsibilities and achievement for my Financial Accountant role at Tesco's were:• Completing quarterly joint venture management accounts for directors including trend analysis and insightful commentary.• Capital Investment Proposals for Tesco including analysis on potential property purchases.• Cash flow statements, budgets and 5 year forecasts for the Joint Ventures within the property department.• Preparing audited statutory financial accounts for Tesco’s joint ventures including completing all balance sheet reconciliations and managing the audit process.

MS Motors Ltd is a Ford Motor Vehicle Dealership with 2 branches selling New and Used Cars, Parts and Servicing vehicles and BP Fuel Retailing, operating 4 BP Fuel Stations.While the Financial Controller was on extended leave, I stepped in to support the business and run the accounting function.My main responsibilities were:• Completing Monthly Reporting for MS Ford and 4 BP stations• Completing monthly financial analysis for vehicle sales and the service department, including benchmarking and KPI’s• Management of four administrative staff• Preparation and presentation of results and forecasts to Management

At HFK I was responsible for completing external financial reporting and taxation for SME’s, preparation of P&L, Balance Sheets and Cash flow statements, balance sheet reconciliations, completing audits for small local organisations to international companies and financial analysis for clients including graphing of trends and benchmarking.