Craig Mckell Email & Phone Number

Sydney, Nsw, Au

Gold Coast, Queensland, Australia

Advancetrack is one of the world's leading provider of outsourcing solutions to professional accounting firms, helping them bridge from the acute shortage of qualified and experienced accounting talent currently plaguing most of the developed world into the future.

Sydney, Australia

RevenueTEK specialises in driving significant and sustainable improvement in sales output through better CRM effectiveness and pipeline conversion, by using smart tactical data to simplify the insane complexity of modern marketing and sales systems and processes. RevenueTEK’s proprietary algorithms are built from more than 20 years’ experience and hundreds of thousands of hours of research into and consulting with organisations around the world on how the best companies sell their products and services.Our advanced Revenue Intelligence & Analytics solution – called Telemetry RT3, is the best of its kind in the market to capture, measure and monitor the entire end-to-end revenue production process step-by-step. For the first time, Telemetry makes what is traditionally a massively complex, painful and time-consuming process of compiling, integrating and interpreting marketing, CRM and financial data into a single source of truth, simple and inexpensive.To date, organisations across four continents and 14 different industry sectors have employed Telemetry alongside RevenueTEK’s unique Marginal Gain implementation methodology. By doing so they have enjoyed average year-on-year sales improvement of 24%. To see those customers and their results, and hear from their CEO’s, visit RevenueTEK’s client site at www.revenuetek.com/clients.

Australia

Sales is not – and has never been, recognized as a profession. Why not? Marketing is. Accounting is. Management is. Engineering is. Even procurement is. Why not sales? How many marketers, accountants, managers, engineers or procurement professionals would be employed in a company where sales guys can’t sell?The answer of course - is none.And yet, try to find graduate or post-graduate degrees from a university anywhere in the world – in sales.Event Management? Yes. Game Design? Yes. Brewing….Baking…..even Puppetry? All yes.But not Sales.Little wonder why so many salespeople, BDMs and the companies they work for under-perform so chronically and consistently and why corporate pipeline productivity has declined by 56% since 2006 despite massive investments by companies in CRM and training.The whole system is badly broken.Sales results continue to suffer and frustrate while sales managers and salespeople get plenty of blame, but little real help towards improving.Meanwhile trainers continue to deliver the same old materials in the same old ways as if sales- people are clones and everyone learns the same way at the same rate.And somewhere along the way, “sales” became a dirty word, and “selling” something you do if you can’t do anything else.The ISP is changing all that! The ISP is about advancing sales capabilities and professionalism. Our mission is to provide a representative body for the sales profession, to support sales-people and help them deliver outstanding sales outcomes. Companies will benefit from accessing a growing talent pool of qualified, highly trained professional sales operatives with access to world-class education and professional development resources and support.Chartered professions – including accounting, law, medicine and engineering,have rigorous standards that must be achieved, developed and maintained, in order to achieve and then retain professional designation and recognition. Now sales does too.

I was instrumental in turning around a company that was going through a period of turmoil and had just posted the worst year in its 25 year history. Among a host of achievements and initiatives which have been instrumental in returning the company to a stable platform from which to drive future growth we:▪ Grew sales within Australia by 21%; export sales by 100% and overall sales by 25%;▪ Returned the company to profitability by delivering a bottom line turnaround of more than 400%;▪ Recruited a new CFO and helped him rebuild an accounting, finance and treasury function by upgrading the accounting software, recruiting new team members, restructuring and realigning roles and responsibilities and implementing a program of policies and procedures across the department;▪ Restructured the organisation chart and senior management team, recruiting five new managers to newly created roles or to replace under-performing incumbents;▪ Implemented a new system of formal, documented role descriptions, team and personal KPI’s and measurement metrics across the senior management team, and helped the team cascade those initiatives down to their respective groups;▪ Commissioned an external expert review of the company’s global supply chain and logistics function and then drove a change program through the newly appointed head of Global Operations to implement each of the key recommendations;▪ Recruited a new National Marketing Manager and then worked with him to reviewed, redevelop and implement marketing plans for discrete brands and business units; and▪ Introduced Key Accounts programs in both the domestic and export sales teams and selected and implemented a Customer Relationship Management system to support new account targeting, pursuit, recruitment and management protocols and procedures.

I initiated and then grew a “green-fields” consulting business specialising in all aspects of revenue performance management and improvement, which remains unique in the world of professional services and consulting.In a challenging, conservative environment I launched the Revenue Performance Management (“RPM”) Group into the market on 30 November 2006 and grew the business from one person (myself) to 13 people and annualised revenues of $3.4M by August 2008.Between November 2006 and February 2009, RPM was engaged by clients across 10 different industry segments and 4 continents and delivered an average rate of revenue performance improvement to our clients of 24% - with the highest an astonishing 93%.The group earned exceptional accolades from clients and was recognised globally outside Ernst & Young in 2007 when RPM was awarded Best New Service in Professional Services at the International Business Awards in Munich.

I had national responsibility and accountability for all aspects of sales, marketing, operations and finance across Sydney, Melbourne, Brisbane and Canberra.I worked closely with the CEO to rebuild the pipeline and operational aspects of the business, areas which had been so neglected and poorly managed that the company was facing administration. Fifteen months later, the business was sold for 7.5x EBITDA. In the course of that 15 months I initiated and managed a radical and comprehensive performance improvement program across all key operational areas of the company.

Aca, Accounting, Taxation, Audit, Ethics

Bachelors, Business; Corporate Finance

Hsc