As part of the Coles' $3b Meat Business Unit and over 14 months, I provided extensive advice in respect to: the development and adoption of cost accounting methodologies across Coles' multi tiered meat manufacturing business, the structuring of Cole's broader export business and related accounting workstreams, FX accounting/hedging, working capital management during the remediation of significant issues and in the consideration of new accounting systems for the manufacturing and export sides of the Meat BU.

My last role at Murray Goulburn involved having responsibility for the preparation of monthly board reports and statutory results over several year ends, including those immediately post MG's listing on the ASX. I was also responsible for managing the group finance team. Prior to that group role, I worked with MG's Sales and Marketing Team to prepare their F14 and F15 budgets whilst also introducing fortnightly forecasting of each sales channel's profit and loss, as well as monthly forecasting in respect to MG's marketing function. Other projects included SKU / category / profitability analysis and the identification of opportunities for potential profit improvement.

Key responsibilities included leading the team responsible for preparing TWE's monthly management reports and statutory reports, including putting in place procedures and processes in an almost 'green field sense' following TWE's demerger from the Foster's group and subsequently as a result of CFO/CEO directives to re-engineer monthly report preparation, process and analysis workflows. Also responsible for managing and forecasting the group's Corporate spend to ensure targets were achieved and for working with the CFO to manage the group's PL outcome for a given year. Whilst at TWE, I was a key member of the team that project managed the introduction of a significant Hyperion upgrade, with personal responsiblity for design elements which delivered reporting capabilities from the lowest cost centre / product lens levels all the way through to the consolidated result in both management and statutory reporting contexts. Financial and management reporting teams based in the London, the Napa Valley and Melbourne reported through to me during my time at TWE and I was the technical 'go to' person in respect to accounting reporting issues. Developing and fostering good working relationships with the group's auditors and IT service providers was a key element of the role.

Key responsibilities at CSL included running the small Melbourne based finance team which was responsible for preparing monthly management and Board reports, half and full year statutory reports and for co-ordinating and consolidating outcomes from the group's various budget and forecasting cycles. Complexities inherent in the role involved the consolidation of over 40 entities, most of which were based in foreign jurisdictions, and accomodating the various reporting and tax nuances associated with each. I was the group's technical 'go to' person and attended various Board and audit committee meetings as and when required to support the CFO in the presentation of various accounting technical matters and financial statements. Played a key role in assessing the reporting implications which would have arisen had the group successfully concluded a $3 billion acquisition.

My role at CML initially involved the drafting of a full suite of accounting policies on various general matters, as well as more complex matters in the context of a retailer (lease accounting, store impairment assessment, gift card accounting, fuel voucher accounting, IT project accounting). After obtaining relevant stakeholder engagement and approval, the policies were adopted and became a key reference point for the group's various brand finance teams. Subsequent to that project, which lasted around 8 months, I was a member of the Myer divestment team, and was responsibile for drafting (with the lawyers assistance) various key operating sections within the main share sale agreement and for negotiating with the purchaser's team various terms therein. Later, I played a key role in ensuring favourable outcomes for Coles stemming from the adoption of the agreement and during the conclusion of the divestment when the audit of the completion balance sheet was underway (including involvement in resolving various disputes). I also had responsibility for various post divestment transitional arrangements, most particularly in respect to gift card obligations. Subsequent to the divestment, I was tasked with streamlining the residual group's budget process so that it took 8 weeks and for co-ordinating with the various brand teams their budget submissions and analysis, which was made all the more complext as a result of the McKinsey cost cutting review which was underway at the time. Later, I played an important role within the Coles' sell side due diligence team, working with Deutsche bank and EY in the co-ordination and preparation of forecasts, sell side documents and in attending to various data room information requests. Post the takeover of Coles by Wesfarmers, it was an excellent time to look for opportunties both elsewhere within the group but also externally, ultimately leading to my taking up a position with CSL.