Commencing in 2010 as a managed print services business, ESP operates nationally and with a broad client base from micro businesses up to ASX300 listed companies. It now comprises of two business units - its business process automation software, ALII™ and the legacy managed print business. Through this increased role, I was asked to lead all aspects of the company. My additional KPIs were to reduce costs in the software business, complete an ALII™ minimum viable product and release an easy to use demonstration platform. Key Achievements: • Stopped ad hoc changes to ALII™ and had the software rebuilt from the ground up, reducing over 5,000 pages of code down to less than 500.• Implemented a version control and a process for client feedback to be fed into future developments and not on the spot changes. • Oversaw the production of a demonstration environment, allowing the sales team to login on any device with internet and demonstrate the software. • Implemented ~$2.1M in cost reductions in the software business through the restructure of the development process and staff requirements.

This role had the responsibility for finance, client finance, internal IT, HR, legal and risk, client service and administration.Key Achievements: • By overseeing all aspects of the print management business (excluding sales), allowing the Directors to focus on sales, I was instrumental in facilitating growth from ~$2.8M to ~$15M per annum revenue while increased the Net Profit ratio from ~20% to ~28%.• Set up processes for billing and collecting on behalf of three finance companies through our invoicing system and exceeding all requirements of the quarterly audits and arrears targets.• Facilitated an investment exceeding $11M over four years into developing the ALII™ software. This was achieved through tight cash control, R&D tax incentive claims and negotiating additional loan facilities of ~$1M.

Cardno is a professional infrastructure and environmental services company, with specialist expertise in the development and improvement of physical and social infrastructure for communities around the world. Cardno is listed on the Australian Securities Exchange (an ASX200 company) with an annual revenue exceeding $1.3 billion.Cardno HRP is the Town Planning arm with multiple locations throughout Queensland for Cardno with an annual revenue exceeding $10 million.This role was responsible for all financial and operational functions of the business unit. Part of this role was to integrate the business unit's systems into the greater Cardno systems upon the merger with Humphreys Reynolds Perkins Planning Consultants in November 2011.

Humphreys Reynolds Perkins Planning Consultants, one of the largest Town Planning firms in Australia, operated predominately in Queensland through four locations with over 65 staff. The group operated 6 companies (with differing Boards) and a partnership. These included: Chenoweth Environmental Planning and Landscape Architecture, a venture exporting services to China and a shopping centre. This role was responsible for all matters of finance, IT, HR, administration, legal and risk and the management of the shopping centre comprising 17 tenancies. Attending all board and strategic management meetings and holding a position on the marketing committee.Key Achievements: • Instrumental throughout Due Diligence and completing an M&A with ASX listed Cardno Ltd in 2011.• Sourced and implemented a new practise management system. Reducing monthly invoicing timeframes, reduced paper consumption, reduced fee earners’ time to invoice and data entry of the finance team.• Increased the paper value of the shopping centre through reducing vacancies and negotiating increased face rents. • Facilitated growth from the initial two companies with one location to 6 companies and a partnership, operating in 5 locations (including a representative office and staff in China).

Operating in the home security industry, Predator-Guard offered a quick removable steel grille for doors and windows. The company was initially setup in Ballina, NSW and planned to expand through branches located throughout NSW. My role was initially in sales and after three months started hiring and training staff. Three months later I was asked to set up new branches. Reporting to the Directors, I oversaw all aspects of branch setup from office location through to identifying an appropriate manager to continue running the branch when I relocated to setup the next. Key Achievements: • 3 of the 4 branches exceeded revenue and profitability targets by more than 25%. The fourth grew to being one of the most profitable within 18 months. • All managers and key office staff were still with the business through my time with the company.• All branches continued to exceed budgets through my time with the company.