Reporting to Managing Director, Pacific the CFO, Pacific leads the finance function for all brand (Avis, Budget and Apex) across Australia, New Zealand and Singapore - Sponsored developed and implemented the ESG strategy and roadmap for the Pacific- Sponsored and led the implementation of new ERP system, Oracle Fusion-Implemented machine learning and RPA where beneficial-Sponsored and led large scale change program in Pacific including programs to change Payment Platform and Merchant Acquirer, Time and Attendance System, Payroll Provider and Toll Provider-Consolidated and restructured finance and created a high performing team of business partners-Implemented a Deal Governance process-Developed and Implemented a reporting/ business intelligence framework for Pacific -Initiated and led a review of the competitive landscape in New Zealand -Navigated and led the business through the huge disruption to our industry as a result of Covid

Reporting to the CEO of Metcash Convenience the role was newly created to introduce commercial rigour, discipline, governance and processes into the business, to develop and drive the strategy to turn-around and transform the business as it moves to a customer centric organisation. The role has full responsibility for the finance/commercial function of the Convenience business & plays a key role in driving commercial success & delivering profitable growth. The role partners with the leadership team to deliver the divisions’ strategic & operational objectives.This included developing product and customer profitability for Petrol & Convenience customers, re-designing pricing models for key customers to improve profitability as well as developing and implementing the strategy to improve profitability and better service smaller Petrol & Convenience & Route Trade customers.

Reporting the MD of Optus Consumer Sales the role was responsible for •Developing, evaluating and executing Optus’ largest retail transformation to optimise branded retail channel mix, footprint & operating model whilst reducing cost base & improving customer experience. This included: -the development of the strategy and leading operational execution to increase company owned distribution by 40 %, -development of valuation methodology & leading negotiator for buying back > 130 franchisees stores, -overseeing the rationalisation of third party distribution, ensuring a smooth exit, minimising loss of customers whilst mitigating risk of fraud, loss of revenue, disputes or any legal issue, development of new business model to address community based and ethnic footprint•Partnering the business to rationalise & optimise other sales channels’ distribution. This included negotiating & managing the exit of distributors in FMCG/Route trade, exiting 3rd party tele-marketers & exiting under performing small business channels. •Sponsoring a project in retail that reduced fraud by 15%, eliminate the need to retain paper in store & improved the end to end sales experience and operational performance for staff & customers.

Reporting to the MD of Optus Wholesale & Satellite Division, the role was responsible for: •End-to-End P&L accountability for Satellite and Wholesale mobile & fixed business that generated revenue of over $1B. •Structuring and negotiating complex deals in the Mobile Virtual Network Operator (MVNO) market that more then doubled wholesale revenue in just over 2 years. •Initiating & implementing decision making framework within Wholesale & Satellite division to improve decision making, drive empowerment, and improve commercial acumen across the business. •Significantly improving customer experience by sponsoring six Lean Six Sigma projects that have successively improved billing accuracy and reduced disputes and improved operational performance.

Reporting to the CEO of Virgin Mobile Australia, •the role had full responsibility for the financial function of Virgin Mobile Australia & played a pivotal role in merging two businesses, reducing cost base by improving & implementing best practice business process, improving commercial discipline & driving profitable growth. . •In line with Richard Branson’s principles, the role partnered the VMA leadership team to challenge the status quo by taking on the big players and by being customer champions whilst delivering on the divisions’ strategic & operational objectives. •Over the 2 years we increased subscriber base to just below <1m, substantially increased distribution to >3500 points of presence & increased revenue and profitability of the business. •Built a high performing team - with little to no commercial exposure and transformed them into a respected group across the organisation to provide solid commercial advice to Senior Leadership team

Whilst I was the CFO at VMA Australia, through Virgin Unite, I lectured/tutored young entrepreneurs who had not completed their tertiary education & wanted to start their own business on how to create a business plan & the basics of finance, marketing & sales. The Branson Centre of Entrepreneurship supports budding young entrepreneurs, giving them the skills, opportunities and inspiration they need to launch and grow their businesses. The program is designed to help businesses develop and, in turn, create jobs and stimulate the local economy.

Reporting to Marketing Director, this role was part of the team who started and set-up Virgin Mobile in Australia