Brian Motz Email & Phone Number

Melbourne, Australia

Melbourne, Australia

Direct report to the CFO and the finance representative for all commercial activities across the ASX-listed Sigma Group. Finance representative on M&A team managing due diligence through to integration on numerous acquisitions/joint ventures. Managed the Group Treasury function including various debt facilities totalling $400m, hedging facilities, ASX share buyback and Employee Share Scheme. Financial ownership of Sigma’s network of distribution centres including lease negotiations, acquisition and divestment of properties. Direct ownership of the Group’s decentralised Credit function totalling $600m across 5000+ customers.

Melbourne, Australia

Overall responsibility for finance function of this high growth ASX-listed company including the management of 4 direct reports and 25 indirect reports including financial and management accounting and transactional processes.Direct responsibility for the financial integration of all 27 acquisitions since my commencement ranging from single site business acquisitions valued to $12m to a $270m corporate acquisition with 8 facilities.Managed all day-to-day financial operations through to various reporting requirements including Board (monthly), ASX (6 monthly) and Regulatory (annual Prudential Reporting).

Melbourne, Australia

Key member of Executive Team responsible for all shared services functions including ICT, Project Management Office, People & Culture, Buildings & Properties, Academic Registry & Information Services and Risk ManagementPartnered closely with CEO and Head of Programs to drive transformation strategy to ensure financial stability of the Institute during the transition to a fully contestable open market.Establishment and ongoing management of a Transformation and Project Management Office to oversee the implementation of the 24 strategic initiatives across the Institute under the successful $19m one-off grant through the TAFE Structural Adjustment Fund (TSAF). Coordinated a successful $4m submission to the TAFE Rescue Fund which was the largest grant received by any Institute.

Melbourne, Australia

Melbourne, Australia

Board Director of the Polytechnic (previously NMIT - Northern Melbourne Institute of TAFE) and the Chair of its Finance, Audit & Risk Management Committee.Member of the Board Executive Committee and a member of the Prahran Campus Advisory Committee managing the acquisition and due diligence of a campus owned by Swinburne University.

Melbourne, Australia

Managed all financial, governance and administrative functions of the company including Finance, Treasury, Insurance, Corporate Governance, ICT, Human Resources, Payroll, Occupational Health & Safety and Facilities Management.Responsibility for managing all financial aspects of the business focusing on project costing and profitability, cash flow management, cost control and business improvement.Participated in all Board meetings and was a member of both Sub-Committees (Audit & Risk and Remuneration).Managed a team of 5 direct reports and had primary oversight over three additional departments consisting of a further 15 staff.Closely partnered with the CEO to turnaround NNL into a stable profitable business within 9 months of commencement Managed in detail all aspects of the company’s financing throughout the period of rapid internal growth that required tight controls over costs and working capital.Recognition by the CEO and the Board through the expansion of responsibilities from Financial Controller to a broad senior operational role including the Acting CEO role for 4 months.Successfully managed migration to a standalone IT network including SharePoint intranet site.

Melbourne, Australia

Second-in charge to Chief Financial Officer / Company Secretary at an ASX-listed Financial Services company (finance, mortgage and insurance broking services) with a turnover of $40m per annum.Responsible for monthly management reports (cash flow reporting, forecasting, variance analysis, KPIs, etc) and statutory reporting.Presented monthly financial summaries and other financial projects at Board meetings.Directly involved in a corporate acquisition of three companies from the evaluation stage through to integration.Managing banking facilities, IT issues and HR issues.Re-engineered Board reporting across a decentralised finance function to achieve timely and accurate Board reporting.Successful integration of three interstate acquisitions, including developing a very strong relationship with the acquired finance teams given the uneasy/distressing circumstances.Developed strong relationships at Terrain Aust. Ltd with mortgage broking team and Executive Director (previously dysfunctional) noting very positive feedback from head office that improved communication and teamwork forged a closer working relationship within the Group.Only member of Terrain Australia Limited that was offered a transfer to City Pacific Limited’s Gold Coast head office upon successful takeover in 2005.

Melbourne Area, Australia

Responsible for the management and financial reporting of one of the ten divisions within the Air New Zealand/Ansett Group that was responsible for NZ$3 billion of costs or approximately 50% of the Group’s spend.Contact for all operational costs including (but not limited to) crew, logistics, airports, in-flight, fuel and air navigation, including being the main point of contact for all financial queries while under Voluntary Administration.Managed a team eight staff in Melbourne (5) and Auckland (3) that were responsible for the financial reporting of the Operations Division including management reporting, budgeting, forecasting, financial accounting and variance analysis (price, activity, FX, & performance).Key member of team working with CFO responsible for entire budget process from budget assumptions & target setting and initiatives to Board presentationsIdentified as one of the nine key members of the previous finance team (of about 75) to assist with the start-up operations of the new airline (Fox/Lew bid).Responsible for understanding the renegotiated/revamped operational costs of the airline, including analysing costs of the Mark II current and future business plans.Co-ordination of the budget process for the division including analysing and challenging managers’ budgets including targeting reductions in spend through identifying project benefits, etc. which resulted in a significant reduction in the controllable cost per ASK for the Operations Division

Chartered Accountant

Chartered Secretary

Chartered Accountant

Bachelor Of Business Administration (Bba), Accounting And Finance