Daniel Mignone Email & Phone Number

Adelaide , South Australia, Au

Adelaide, South Australia, Au

Adelaide, South Australia, Au

Mclaren Vale, South Australia, Au

Mentor and manage a high calibre team across disciplines (finance, administration, hospitalityoperations, IT and HR). Guided Divisional Managers and internal teams (sales and marketing, andcustomer growth leadership). Delivered strategic recommendations to Directors/Advisory Boardacross finance and commercial operations.A few achievements in my time as CFO;Spearheaded the new business integration seamlessly with new IT systems across multiplefunctions (POS, Accounting, Warehouse, Stock Management, SOPs, production, and financialforecasts). This increased efficiency and drove business partnering amongst other seniordepartment managers.Developed a financial model on the viability and profitability of new business opportunitiesincluding capital investments which allowed for viable strategic financial decisions.

Led, coached and motivated 14 direct reports across disciplines (finance and administration, HR,and IT). Guided Divisional Managers and internal teams (sales and marketing, and customergrowth leadership). Led roll out and ongoing evaluation of risk management framework,compliance and assurance systems, asset management framework, decision-making protocols,and BI systems across the group. Delivered strategic recommendations to Directors and executiveteam across finance and commercial operations.A few achievements in my roleSpearheaded a fully automated three-tiered financial forecast model and cash flow tracking whichthe CEO and Board regularly referenced to monitor cash flow benchmarks, identify issues, and develop viable strategic financial decisions.Developed and implemented depot budgets – in collaboration with theDirectors and General Manager (GM) – which were previously non-existent. Guided Depot Managers in gaining a better understanding of their costs, how to turn a profit, and interpret results.Mentored the finance team and drove cultural change which led to a higher-performing team,reduction in staff turnover, improved communications within and across teams, and increasedefficiency and improvements across all roles. Staff retention rate increased from 69%to over 90% in a year.

Adelaide, South Australia, Au

I was fully accountable for planning, managing and driving the financial, strategic and operational functions of the business. I led and managed 10 direct reports and large teams across several internal units. In this role, collaboration and transparent communications with business unit managers were essential to continually analyse and monitor each department to drive improvements and grow profitability.One of my proudest moments involved spearheading the formulation of scenario modelling and recommendations for business decisions, including capital investments, feasibility studies, investment opportunities (new and existing), and post-investment reviews. This was rolled out and used continually by the CEO and Directors to interpret data, and make well-informed decisions on progressive business growth strategies, both short and long term.In terms of expenditure reduction which contributed to growing profits involved initiating a comprehensive review of the company’s existing structure and operations, and in recommending viable and sustainable strategies that were approved by the CEO and executed immediately. This resulted in annual savings of $300K for the company going forward.I developed broad and in-depth knowledge and understanding of the property development arena whilst in this role via extensive involvement in project management – the construction of large scale properties/facilities – for one of SA’s largest property/landowners. Properties included hotels, aged care facilities, high-rise residential apartment buildings, and car parks.

Being part of a dynamic team at senior executive level was inspiring and challenging. I consulted extensively with Board members and the CEO on the strategic direction of the business geared to long term growth. Always looking to improve processes from the top level down especially for decision-making purposes, I developed both management and board reporting from scratch; and a dashboard that contained both financial and non-financial information, which was continually referenced by senior management and the Board to track real-time snapshot of business operations. At the management level of the organisational hierarchy, I introduced operational meetings between senior management teams which broke down barriers across departments and facilitated working toward common goals.The biggest challenge in this role involved targeting and preparing (and ultimately winning) a lucrative Federal government contract for 17 sites. This in turn led to securing new premises, negotiating leases and infrastructure across NSW and SA in a very short 3-month timeframe. Throughout the process, I worked closely with all internal business units in setting up all the sites with upgraded and streamlined IT infrastructure which streamlined processes moving forward. Further, I created a database for all 17 sites which facilitated real-time tracking claims (which were in the thousands), which in turn led to the reduction in incorrect payments/paybacks by 80%.I drove team optimisation strategies within my direct team; the contract was key in growing the team by 200% within a matter of months, and importantly, staff retention rate improved with all staff members remaining across two years.

Adelaide, South Australia, Au

I found this role very enjoyable in being part of a global company learning from both a highly experienced CFO and a senior finance team. The quarterly workshops I attended with the national finance team was a highlight in that I developed knowledge from the ground up on the multi-billion dollar national construction industry, and in both observing and being part of the process that facilitated the journey in creating and delivering end products to clients, which ranged from $5M up to $300M in value.One of the biggest challenges involved firstly, managing the development of the national finance business plan, from an operational standpoint with a particular focus on human resources. To navigate through and deliver, I created the finance continuous improvement plan. This involved creating and rolling out a finance procedure manual which resulted in enhanced internal controls and a streamlined induction process for new finance staff.A second challenge involved mitigating risk. To achieve this, I spearheaded the development of risk management plans to manage corporate-level risk. The plans were instrumental in pinpointing potential risks to the business, targeted preventative strategies to minimise impacts, and drive the business through recovery should an incident occur.

Hindmarsh, Sa, Au

Adelaide , Sa, Au

Woodside, South Australia, Au

Gb

Cpa, Accountancy

Bachelor Of Commerce (B.Com.), Accounting

Bachelor Of Banking And Finance, Banking And Finance

Secondary School Education