Sydney Motorway Corporation (SMC) is a start-up company responsible for the development, financing, delivery and operation of the $16 billion WestConnex motorway project. This is being developed progressively over a 10 year period. In late 2018, the NSW Government sold a 51% stake for $9 billion to a Transurban-led consortium.SMC’s predecessor was the WestConnex Delivery Authority, where I was CFO.Note that since I left SMC in March 2019, I had a break and then spent the rest of 2019 administering and winding up the estates of two relatives. Key Achievements:• Establishment of new financial management processes for the merged entity• Establishment of project accounting & reporting• Development and implementation of tolling (gantry to cash) processes • Establishment of traffic reporting and tolling accounting activities• Implementation of a new finance IT system in 7 months• Sale due diligence: preparation of corporate and project projections• Sale due diligence: co-ordination of three capex and trading updates in 6 month period• Sale due diligence: preparation of bidder Q&A for project and corporate costs• Seamless transition to new M4 project financing structure without disrupting construction• Preparation of annual business plans covering $8 billion in capex and initial operations• Search, fitout and relocation of office in a 6 month period• Transition and integration of 100+ person operation into a 12 person company (SMC) within 3 months – and complete the wind-up of WDA• Preparation of two sets of audited accounts in 3 months – WDA’s annual and final accounts

The Office of then NSW Treasurer Mike Baird comprised his personal staff and supported him on financial, economic, media and political matters. My responsibilities covered transport, infrastructure financing, the State budget and financial management. Key Achievements:• Establishment & initial funding of Restart NSW – the government’s infrastructure fund• Agreement of funding strategies for WestConnex and NorthConnex motorways• Resolution of major problem projects including Reliance Rail & the Solar Bonus Scheme • Assessment of PPP funding strategies for public housing and light rail• Strengthening the State’s finances to preserve the AAA credit rating, while:• Increasing spending on core services • Identifying $19 billion in savings• Increasing state-funded infrastructure spending by 50%• Reducing projected debt levels by over half• Revised the Fiscal Responsibility Act to greatly simplify NSW’s strategic financial goals • Simplified the Budget process to enable better-informed Government decisions• Limited expenditure growth by ensuring agencies managed to their budgets for the first time in 16 years• Development & funding of a Finance Transformation Program for Treasury and agencies• Established dashboard & summary management reporting for the Treasurer by Treasury• Elimination of all audit qualifications to the State accounts for the first time in over 10 years• Halving of the major audit errors identified by the Auditor-General

Various financial costing & advisory roles.

Responsible for group business financial planning, budgeting and capital management.Challenges addressed include spiralling fuel prices and shocks, health scares (SARS), takeover and merger proposals and the Global Financial Crisis.

Secondment to establish a dedicated internal audit and review function, reporting directly to the Board.

Director of Major Projects including various corporatisations and electricity regulatory price reviews.Acting Head of the Electricity Reform Taskforce during the power privatisation debate during 1997.Project Manager for the merger and corporatisation of the NSW power distribution sector in 1995-96.