Wiise is a high growth, SaaS-based business, initiated by KPMG Australia, Microsoft and the Commonwealth Bank (and now fully owned by KPMG), with the aim of bridging the gap between accounting software and ERP technology and helping small and medium businesses move to a solution that handles their growing needs. Wiise is a full business management solution that handles finance and operations including bank feeds, inventory, warehousing, projects, invoicing, payroll, CRM and more.My role at Wiise, as Chairman, is to help support the team through their next exciting phase of accelerated growth.#Wiise #clouderp

QANTM Intellectual Property Limited (QANTM, ASX: QIP) is the owner of a group of leading intellectual property (IP) services businesses operating in Australia, New Zealand, Singapore and Malaysia under three key brands - Davies Collison Cave, FPA Patent Attorneys, and Sortify.tm. With around 400 employees across Australia, New Zealand and Asia, the QANTM Group has a strong track record in providing a comprehensive suite of services across the IP value chain to a broad range of Australian and international clients, ranging from start-up businesses to Fortune 1000 multinationals, public research institutions and universities.I joined QANTM just prior to the onset of the Covid pandemic with a mandate to grow the business whilst leading a strategic and operational reposition of the company into a modern and progressive professional services company. I held full P&L control, leading a direct team of 8 C-level executives and ~400 people across the organisation. During this time, our team significantly improved QANTM’s financial performance, growing revenue and earnings whilst improving the stock price from a low of $0.80 per share to $1.82 at the completion of the Adamantem acquisition in August 2024. Key highlights include game-changing acquisition of NZ-based Sortify and its online trademark filing platform, the development of a high performing Group Executive team, improved engagement both across the executive group and throughout the organisation, working closely with a hugely capable Board and Chair, and delivery of QANTM’s recent sale, attracting multiple suitors and delivering positive outcomes for employees, shareholders and clients.

Xenith IP Group Limited was the holding company for a group of notable IP industry businesses (Griffith Hack, Shelston IP, Watermark, Glasshouse Advisory), providing a broad range of intellectual property services and advice along the innovation pathway, providing clients with a holistic service offering around their IP and the opportunity for a better commercial outcome.With executive accountability and full control over daily operations, I was appointed to develop a strategy to re-align performance and investor expectations to address a shortfall in expected performance after a recent IPO and major acquisition. Leading a total team of ~350 through 7 direct reports, our team reset the organisation through delivery of a new enterprise strategic planning process, developed a M&A strategy to achieve growth in a mature market and engaged directly with shareholders and market analysts to reset investor expectations, resulting in an increase in stock price from a low of ~$1.00 after an earnings downgrade to a $2.15 offer from IPH and $2.46 on Xenith’s final day of trading. I remained with Xenith to complete the acquisition by IPH before taking a break and joining QANTM as CEO.

Local Measure was founded in 2012 in Sydney, Australia, with a goal to create a revolutionary digital platform for location-based customer insights. Today, it is a global business with offices in Sydney, Miami, London, Singapore, and Manila and a customer base comprised of the world’s leading brands.

Salmat was a unique Australian-headquartered company, leading the industry in the provision of customer communication solutions. Through the strategic use of different communication mediums, including voice and non-voice channels, and other applied capabilities in the areas of online technology, demographic insight and detailed data management, Salmat engaged consumers in cost-effective one-to-one communication on behalf of its clients – individually, in small groups or on a mass scale.Under enormous disruptive pressure due to the new-media landscape that was affecting players across the media spectrum, I led a talented team that did a deep-dive review of all elements and businesses within Salmat to chart a path forward. I held enterprise P&L and operating responsibility for ~4,000 employees across seven countries, including outsourced call centres and outsourcing service providers in the Philippines. Key highlights during this period include growing EBITDA by almost 50% following a major restructuring and operational improvements, delivering the largest transformation Salmat’s history and positioning the company as a more focused, agile and competitive player in its chosen markets. We focused the business toward the most profitable functions, simplified operations and delivered significant earnings growth. We reduced operating costs as the first company in Australia to implement Workday (integrated HR and Financials) across the business, aggressively migrated all systems to the cloud, and introduced gender diversity to a previously unbalanced C-suite. After a strategic review in 2017, Salmat demerged and sold its various business divisions, de-listed from the ASX and returned all capital to shareholders, at a significant premium to its then share price.

Avanade is a global IT consultancy that provides business technology solutions and managed services, built around the Microsoft platform. Avanade was established in 2000 as a joint venture between Microsoft and Accenture. Avanade is now almost 25,000 people strong and remains a high growth company and the clear market leader around the Microsoft platform within the enterprise.As President, APAC, I held responsibility for all aspects of Avanade's business across the Asia Pacific region. I also served as a member of Avanade's global Executive Committee and Operating Committee, as well as a number of specific sub-committees, such as Diversity and Inclusion, Innovation, Risk and Compliance. I was a member of Accenture's Asia Pacific Technology leadership group, representing Avanade and the Microsoft platform.After my initial period as MD of the Australian business, I was appointed into the APAC leadership role, driving all aspects of the regional business (ANZ, Japan, China, SE Asia, India) from the Singapore regional office. We more than tripled APAC revenues with significant improvements to profitability whilst continuing to invest in new capabilities. We increased average deal size 5x through an intense focus on deeper customer penetration. We reduced attrition to below industry norms through measures to improve engagement, DEI, and culture, including targeted recruiting of diversity candidates into senior roles.

As Managing Director of Avanade Australia I had responsibility for all aspects of the business across Australia. During my time in this role, we built a new leadership team, crystallised the strategy for the Australian business, and established a rapid growth strategy (25% - 30% p.a.) which continues to this day. This was a transformation role, tasked to lead the business through a restructure and growth period with responsibility for all aspects of the Australia and New Zealand business. I restructured Avanade Australia to focus on areas of strength across four key sectors: Federal Government, Resources, Telecoms and Financial Services, which grew revenue and profitability 500% over 7 years, positioning Australia as the strongest country in the APAC portfolio and third largest global country after US and UK. After almost two years in the role, I was promoted to take on the leadership of Asia Pacific and China.

Non-executive Director at Signature Security Group. Signature Security Group is a leading electronic security company servicing the Australian and New Zealand markets. SSG was owned by a private equiry firm, Oceania Capital Partners, and was successfully sold to Tyco International in 2011. My role as a non-executive director was to support the Board of Directors and the executive team in helping to grow SSG consistently and profitably, with a particular emphasis on sales and marketing.

Harris Technology was a leading multi-channel provider of technology solutions to small businesses and professionals across Australia. It was owned by the (then) Coles Myer group, one of Australia's largest listed companies.My role at HT was to restructure and refocus the business, and return it to profitability after several years of losses. I was responsible for all aspects of the business including strategy and P&L, adding Officeworks Business Direct in 2006 and tasked with restoring stability after a period of rapid change. We refocused HT strategy on its core strength - multi-channel retailing to small businesses - and exited a number of other, non-profitable ventures. We returned HT to profitability after multiple years of losses, delivering store growth of >20%, web growth of >30% and significant operational improvements in a tight-margin business. At Officeworks Business Direct, we undertook a major ERP and website upgrade, which helped streamline the business, improve the customer offering, and increase overall profitability.

Officeworks Business Direct was a market leading provider of office supplies to the small business sector in Australia, and is the online/direct arm of Officeworks.My role at Officeworks was to lead it through a major change program, where it was replacing all of its internal systems with a highly customised SAP implementation, and to help drive growth in the online/direct sales channels as a result of that investment. Officeworks is now the clear market leader in online and direct sales across the Australian office supplies landscape.

The NetStar Group were experts in designing, building and managing networks. As a leading IP network services provider in the Asia-Pacific and US, NetStar had capabilities and experience across data, voice and security infrastructure. My role was leading the Australian business through a time of major change.

Cards etc was a leading early provider of smart software and solutions for smart card, e-commerce and similar e-transaction systems. From its base in Sydney, it developed Arterium, software that provided infrastructure management for smart cards and related products and devices. The solution was deployed within several global card processing firms as we expanded the company into international markets.Key contributions include keeping the company afloat after the collapse of capital markets post 9/11, taking over as CEO from the company founder. Our team greatly reduced cash burn and ensured continued survival of the business through the closure of overseas offices, establishment of indirect channels to market and minimisation of working capital requirements.Cards etc was later acquired by Card Access Services.

In a relatively short period, I helped Lucent plan and build a professional services business across Asia Pacific and China. I was part of a team that developed the strategy, recruited the sales team, built a sales pipeline, and established several key accounts. The professional services business became a very successful and growing part of Lucent's overall business across the Asia Pacific region. I left Lucent to take on a role as President of a software startup.

I held several senior operational and executive roles within EDS Australia, during the period that outsourcing became widely and rapidly accepted in Australia. I worked with some exceptional people and learned a great deal at EDS. EDS in its day was the market leader in delivering optimised IT operations at massive scale. It was a privilege to be part of a team that grew from several hundred people to over 5000 in a very short period of time, with all of the experiences that come with such extraordinary growth.

I was the inaugural CIO for the pre-eminent Australian law firm, Mallesons Stephen Jaques (now King and Wood Mallesons), where I had responsibility for all aspects of ICT across the firm, globally. During my five-year tenure, I led the firm through the detailed planning process of moving from a proprietary platform to modernising its technology base and the ways in which technology was applied within the business.