Consulting to company boards on strategy ,transformations, financial turnarounds, market entry, commercializing of products, NDIS transition ,RTO management,acquisitions,mergers and strategy for tenders.I drive i-exchange systems change agenda with expertise in strategic planning, service design, outcomes management and financial transformation.With extensive experience in the education and not for profit arenas, I provide leadership in the face of trading headwinds due to significant market changes has ensured organisations in the non-profit, disability, employment and education sectors have adapted operational models to successfully compete in a changing market place.With a career spanning the financial, education, employment services, NDIS, private equity and non-profit sectors and global experience working in the United Kingdom, Australia and the Asia Pacific ,I help clients drive growth through acquisitions, new partnerships, market and product development, and private equity.I understand the need to consult with key stakeholders, and delivers results based on strategy, cost, product and operational delivery transformations.I have successfully achieved significant financial results for i-exchange clients, facilitating operational transformations, financial turnarounds, market entry, NDIS transitions, acquisitions, mergers and strategic direction for tenders. This experience working within complex, multi-site, dynamic environments enables me to deliver significant performance improvement measures under pressure, utilising a collaborative leadership style to achieve lasting results.i-exchange assists our clients perform at optimum levels. I can evaluate the strength and viability of current business models, design profitable new models to capture new opportunities, and collaborate with industry stakeholders to optimise services and a profitable delivery

I was head hunted into an Interim CFO role reporting to the board to transform the company's financial performance as it transitioned into the NDIS funded market from grant based funding, and re- positioning itself into the new DES contract. The company returned to monthly surplus from substantial YTD losses in 2017/18 in 9 months requiring complete rework of strategy,cost base including restructuring corporate overheads, organizational structures, delivery and product mix.

The Global CFO role was new due to company's exponential sales growth in 'Employment Services' in Australia and in the UK, however it was not generating a surplus.Under my leadership the company achieved a significant turnaround of financial performance from significant losses $5.0 m per annum to positive EBITDA+$4.0 mThe company transformed its strategic direction( through an extensive strategy review) ,moving from a high growth (global) focus to a localised high performance strategy. CPL is now one of the top performers in Disability Employment Services in Australia. During my tenure I led international acquisition activity in UK as well as the ultimate divestment of that UK operation. The role had total finance responsibility including shared corporate services comprising 6 direct functional reports of Finance/Property/IT/Risk/Business improvement /Business Intelligence and new market development with overall responsibility for 30 staff. The company has achieved an envious sustainable EBITDA and has a debt free balance sheet underpinned by a substantial cash flows.

Study Group is a global leader in international education, providing quality educational opportunities for students from over 120 countries including direct links to the UK and The company was initially owned by DMG (UK) then acquired by Champ Equity for $ A170 million and sold by C.H.A.M.P Equity investments to Providence Equity in for $ A 660 million due to threefold profitability growth in a 3 year period. In 2010 had a sales turnover of $A450 million and Ebitda of $A60 million.(in 2007Ebitda was $A18 million).Details• Director of all companies in the Australian NZ group including NFP company• Extensive equity experience in the sale of the group to” Champ Private Equity” and to “Providence Equity.”• Achieved aggressive Ebitda budget through new market developments, cost initiatives and gross margin gains.• Exceeded cash in 2009 by $15, 000, 000, ( + 40 %)• Strategy establishment including ,new product, market and partnerships development.• Actively involved in all potential acquisitions and all commercial projects.• Established partnership with University of Western Australia , license agreement and new site.• Established partnership with Charles Sturt University. and University of Sydney (+$300 m revenue)• Implemented new BI reporting systems through Cognos / Power Play platform.• IT strategy and implementation of all systems as we globalised the IT framework ie:G.L (multi-currency),payroll and an integrated global student admission finance platform including teaching IT solutions ( Web CT)• Taxation planning/resturcturing and company secretarial responsibility.• Manage property portfolio of $20,000,000 p.a rent covering.+30,000 m2 of property.• Lead Member of University of Western Australia and University of Sydney foundation Boards and Charles Sturt University management steering committee.• Overviewed Study Groups Higher Education accreditation process.Created new 1 st Year diploma(UWA)• 2 IC to Managing Director.

“Intercall” USA required an Asia Pacific presence to reinforce its European and American global network. Intercall Asia Pacific commenced as a “Start Up” in 2001 centralized in Sydney with locations in Singapore, New Zealand ,Hong Kong and Japan.As a “start-up” the above position was the 3 rd hire .Upon my departure the company was generating $A 40 million and employing a workforce of 150 staff.Reporting to and working closely with the M.D, this position had financial and commercial responsibility for Asia. The role coordinated the regions activity in Singapore, Hong Kong, Australia ,Japan and NZ and had an active role in new business development especially in the wholesale outsourcing arena. Duties also involve identifying company acquisitions. “Intercall” acquired a competitor early 2001 Start-up- profitable after 15 months trading. Secured wholesale outsourcing contracts with two major carriers (NZ Hong Kong Singapore) ( $A30 Mill over 5 years) Acquisition of competitor company and due diligence process. Set up all systems from zero base including Billing, Accounting and payroll etc. Coordinated Operational network and Call centre support. Managed and worked with aggressive direct sales model to win market share. Strategy formulation with Managing Director. Credit and Pricing Policy . Established presence in regional offices, Company Secretarial/company structuring and international taxation planning to maximize initial tax losses. FX management $SG,$USD,$HK and $NZD. Reduction of Carriage costs through negotiations with AAPT/SingTel/Optus. Start-up experience (all facets). Exceeded last 2 years budgets by 100 %. Establish Banking, Insurance, Superannuation, Recruitment and Legal relationship Established US reporting and coordinated possible ( IPO)Public Offering. Established Treasury function and managed cash flow.

A subsidiary of the US holding company “Koppers Industries Inc.” with a sales turnover of $ US 600 million.The company was previously owned 50 % by BHP; however in 1998 this share was sold to “Koppers Inc”The Timber division has 7 plant locations within Australia and 1 Philippine branch. The division’s profitability and overall financial performance dramatically increased due to plant, employee, cost and inventory reductions. The Division was repositioned as a low cost producer of Treated Timber with a strategic focus on export markets. The Philippine market in particular was developed to represent 30 % of sales turnover in 2001.(The role initially was Finance Manager but evolved into a business development role coordinating all strategic commercial projects, especially Export Market Development).Total financial and operational responsibility for company, 130 employees, 7 interstate locations and a branch in the Philippines .This position reported to the General Manager and US CFO on Finance. Co-ordinate all new projects, contracts, tenders, capital investments and divestments (Formulate Strategic Plans) Plant Profit performance, forecasting and budgets. Installed new computer software including EIS capability, championed IT strategy. Monthly presentation of results at board level. Foreign Exchange hedging and Export documentation/tenders/pricing. Company Taxation Including G.S.T implementation. Company Strategy Formulation and Budget /Business Plan Formulation. Customer Relationship Building & Liaison (selected to host customer incentive holiday). Labour Management, including Industrial Relations and Union Management. Production and stock management.(supply chain). Company start up in Philippines.

French Aerospace supplier of fixed wing aircraft ,helicopters and spare parts.AchievementsRationalised spare parts hoildings by implementing JIT delivery ex Paris, and significant FX protectioin on supply

Retailer of clothingAchievementsImplemented POS system 100 stores and assisted Supply chain process ex China

Achieved Supervisor level in 3 years after winning scholarshipLead on following auditsPirelliJames NorthBoralHyster