Bev Brophy Email & Phone Number

Melbourne, Vic, Au

Melbourne, Australia

Currently seeking business clients who are seeking business, system or process changes and want to work with professionals who have a proven track record in delivery of effective business processes, solutions and change management.

Melbourne, Victoria, Australia

Managed the finance segment for the first large scale integrated Workday ERP implementation (Finance, HCM and Procurement) for a large ASX listed company in Australia. Projects Implemented:o Workday ERP May 2017- Feb 2019o Workday Bespoke Interoperability Solution April 2018 – Feb 2019o WestConnex Acquisition - Interoperability onboarding for multiple companies Feb 2019 – Nov 2019o Tolling Asset onboarding projects for Toowoomba Second Range Crossing, WestConnex, NorthConnex… Show more Managed the finance segment for the first large scale integrated Workday ERP implementation (Finance, HCM and Procurement) for a large ASX listed company in Australia. Projects Implemented:o Workday ERP May 2017- Feb 2019o Workday Bespoke Interoperability Solution April 2018 – Feb 2019o WestConnex Acquisition - Interoperability onboarding for multiple companies Feb 2019 – Nov 2019o Tolling Asset onboarding projects for Toowoomba Second Range Crossing, WestConnex, NorthConnex and Cross City Tunnelo Rental Cars Tolling Product Phase 1, 2 &3 Feb 2020 – Sept 2020o Interlink Roads Pty Ltd – Interoperability Toll road and Retailer transition and onboarding phases 1 and 2 Nov 2019 – Oct 2020o Interoperability GST review – Jan 2021 – March 2021Key Achievements:• Successfully managed and lead Tolling SME’s and Workday developers to understand complex requirements and successfully develop bespoke Workday Interoperability solution, processes and interfaces. • Determined integrated finance transformation and developed standard framework and documentation for business process, work instructions and training materials. • Successfully delivered finance ERP Workday solution. Built, led and motivated a fit for purpose team to execute and deliver the finance Workday ERP system. Developed and mentored the team as required to enable completion of the project. • Lead finance stakeholder management, developed data governance standards for project decision making and master data determination, determined areas requiring data cleansing and redesign from existing for change management. • Using waterfall and agile project delivery successfully delivered multiple dependant and competing Interoperability Workday projects to required and variable timelines, to budget and full project scope.• Reviewed interoperability GST and identified millions of dollars of GST overpayments dating back to prior ERP systems and inherited requirements and business processes. Show less

Melbourne, Australia

Managed the Assembly of the South32 legal entities (approx. 100 entities) under a single structure to enable the US$15bn demerger from BHP Billiton. Led a team of 6 direct reports and a wider indirect team of 25+, including the outsourced system providers for SAP system implementation. Direct budget $3m. Key Achievements:• Completed the US$15bn demerger of South32 from BHP Billiton. • Developed the strategy and resourced a fit for purpose team to execute and deliver the South32… Show more Managed the Assembly of the South32 legal entities (approx. 100 entities) under a single structure to enable the US$15bn demerger from BHP Billiton. Led a team of 6 direct reports and a wider indirect team of 25+, including the outsourced system providers for SAP system implementation. Direct budget $3m. Key Achievements:• Completed the US$15bn demerger of South32 from BHP Billiton. • Developed the strategy and resourced a fit for purpose team to execute and deliver the South32 demerger requirements. Asset Assembly and internal restructures all completed and executed in the SAP (ECC and BCS) system. All cash payments executed and outcomes reconciled. • All scope successfully delivered on time and under budget. No unexpected post implementation issues. Show less

Melbourne, Australia

Managed the transition of accounting disclosures required under IFRS10, 11 and 12 – consolidated financial statements, joint arrangements and proportionate consolidation. Determined and managed the system changes in SAP and BCS and the business processes. Led a team of 5 direct reports and a wider indirect global team of 30+ consisting of impacted Businesses, Group Business Information Systems and outsourced system providers. Direct Budget $4m.Key Achievements:• Rescued the equity… Show more Managed the transition of accounting disclosures required under IFRS10, 11 and 12 – consolidated financial statements, joint arrangements and proportionate consolidation. Determined and managed the system changes in SAP and BCS and the business processes. Led a team of 5 direct reports and a wider indirect global team of 30+ consisting of impacted Businesses, Group Business Information Systems and outsourced system providers. Direct Budget $4m.Key Achievements:• Rescued the equity accounting project to deliver required scope in time with 1SAP release 4 in order to deliver statutory reporting obligations. This included changing the whole project strategy and methodology which had been unsuccessful over the previous 12+ months.• Resourced a fit-for-purpose team to execute and deliver the Equity Accounting project requirements. Delivered the full scope of the project in time for the 1SAP release 4, fully reconciled the data and met the timeline for the changes to the reporting under IFRS 10, 11 and 12. Delivered the project below budget. Show less

Melbourne, Australia

Managed a global project impacting all of BHP Billiton’s entities in preparation for a new BCS consolidation system. Developed the global business and system approach and processes to cleanse the existing BHP Billiton BCS consolidation system:• All BHP Billiton entities (570 at the time) intercompany investment/equity balances and relationships were reconciled and documented over the history of the companies.• All manual consolidation Journal entries (CJE’s) in the existing BHP Billiton… Show more Managed a global project impacting all of BHP Billiton’s entities in preparation for a new BCS consolidation system. Developed the global business and system approach and processes to cleanse the existing BHP Billiton BCS consolidation system:• All BHP Billiton entities (570 at the time) intercompany investment/equity balances and relationships were reconciled and documented over the history of the companies.• All manual consolidation Journal entries (CJE’s) in the existing BHP Billiton BCS system (30,000+ entries) were reviewed, assessed and cleansed.Led a team of 15 direct reports (core team) and a wider global full time team of 40+ across all BHP Billiton Businesses. Direct budget $10m.Key Achievements:• Conducted a pilot to validate the approach and processes for the manual CJE cleansing and the intercompany investment/equity reconciliation. • Developed the strategy and determined the global approach, budget and resourcing requirements and obtained approval for the BCS Data Transformation Project. • Resourced and led a fit-for-purpose core team of 15 to execute the projects requirements with 4 direct reports. The core team of experts assisted each of the Business resources (40+ people) to ensure project completion to the required standards and timeframe. • Provided the project processes, methodology and tool set and overall project management and success. • Completed the full scope of the project on time, below budget and met the 1SAP project timetable. Cleansed 30,000 manual CJE’s, retaining less than 100 fully reconciled, documented and supported manual CJE’s and reconciled and documented the current balance and history of all 570 BHP Billiton entities intercompany investment/equity relationships. Show less

Melbourne, Australia

As a result of the implementation of BCS and the alignment of relevant master data and configuration between BCS (Consolidation system) and SAP ECC (source ledger system) a new function was created to govern changes to the BCS and SAP ECC systems, including security, in order to optimize performance and reporting capabilities for Finance. Managed direct team of 3 and a wider indirect team of 10+ resources imbedded in Shared business services in addition to Group Information Systems and the… Show more As a result of the implementation of BCS and the alignment of relevant master data and configuration between BCS (Consolidation system) and SAP ECC (source ledger system) a new function was created to govern changes to the BCS and SAP ECC systems, including security, in order to optimize performance and reporting capabilities for Finance. Managed direct team of 3 and a wider indirect team of 10+ resources imbedded in Shared business services in addition to Group Information Systems and the external IT system providers (CSC then Accenture and IBM).Key Achievements:• Developed the strategy and established processes and procedures to provide change governance over the SAP ECC and BCS Systems used by finance to produce financial and non-financial information to ensure the quality and integrity of the information and to enable delivery of monthly, half yearly and yearly obligations to agreed timeframes.• Managed external IT service provider to ensure compliance with governance processes and delivery of changes to agreed timeframes.• Managed the system implementation of projects to ensure that the governance processes were followed by the business and external IT service providers and that the solution design aligns with the existing system, governance and data standards. This enabled the integration of projects into the BHPB system landscape without issue. Show less

Melbourne, Australia

The Group and Unallocated Business Group Controller was responsible for all of the Group Corporate functions overheads, the 2 parent companies BHP Billiton Limited and BHP Billiton PLC and approximately 180 Legal entities which undertook corporate activities globally. Managed a direct team of 7 in addition over 20+ resources working on corporate entities in Shared business services across Adelaide, Houston, Santiago and Johannesburg. Managed overheads and other Corporate costs e.g. treasury… Show more The Group and Unallocated Business Group Controller was responsible for all of the Group Corporate functions overheads, the 2 parent companies BHP Billiton Limited and BHP Billiton PLC and approximately 180 Legal entities which undertook corporate activities globally. Managed a direct team of 7 in addition over 20+ resources working on corporate entities in Shared business services across Adelaide, Houston, Santiago and Johannesburg. Managed overheads and other Corporate costs e.g. treasury, insurance, marketing of approximately USD200m. Key Achievements:• Completed external reporting obligations of BHP Billiton Ltd and PLC individual entities post the merger. Provided consolidated monthly, half yearly and yearly actual, budget and forecast financial results (P&L, cashflow and balance sheet) for all 180+ Group and Unallocated entities, including analysis and commentary, enabling consolidation into the BHP Billiton Group results. Completed statutory accounts and external audit obligations across required (approx. 150) Corporate Entities. Managed the delivery of activities by Shared Business Services.• Completed the integration of the corporate activities and entities of Western Mining Company into Group and Unallocated upon acquisition and led restructuring activities for the corporate entities. Show less

Melbourne, Australia

As a Result of the merger between BHP and Billiton, consolidated data for internal management and external reporting was required. The consolidated financial information needed to comply with AGAAP and UKGAAP to be produced from a single system in USD prior to the 30th June 2002, to enable the external reporting obligations of BHP Billiton to be satisfied. It was determined that the most effective way for this to be achieved was the migration of the entire former Billiton organisation onto… Show more As a Result of the merger between BHP and Billiton, consolidated data for internal management and external reporting was required. The consolidated financial information needed to comply with AGAAP and UKGAAP to be produced from a single system in USD prior to the 30th June 2002, to enable the external reporting obligations of BHP Billiton to be satisfied. It was determined that the most effective way for this to be achieved was the migration of the entire former Billiton organisation onto BHP’s Hyperion Enterprise system.Key Achievements:• Delivered project on time and under budget with all key deliverables met.• Developed the strategy and the global approach, budget and resourcing requirements and obtained project approval.• Resourced and led a team of 18 for the global project. Direct budget $3m. Show less