CompanyAustralia benchmark fire and security business with $420m turnover, 1,450 employees >300 subcontractors providing nationwide coverage from 32 branch locations. NZ business an additional NZ$50m turnover, 200 employees and 8 branches. Providing quality services to >100,000 customers across multiple vertical segments including mining, defence, retail, facility management, SME, government, data centres and industrial. Role The role responsible for leading sales, operational delivery, customer engagement and support functions of the Australian & NZ business. Developing strategy and operational plans to deliver customer service excellence, high performance and employee engagement. Safety, Ethics, Integrity & People always first priorities. Key achievements include:• Increased total EBITDA return on sales by ~67% - Transformed Electronic Security & Monitoring Divisions - Developed & executed sales and operational strategy including rebuild of management team - Substantial cost reduction through restructure shared functional services team & field operations - Reduced national property cost by 40%. - Implemented systematic pricing control activities - Sales growth through new sales strategy, culture, structures and performance management• Improved employee engagement scores to record levels in Australia• Developed and mentored emerging senior leaders to a position they could “step-up” as successors.• Delivered a 20% improvement in Net Promoter (NPS) customer advocacy score.

Business:Australia’s largest and most respected fire protection business. Approximately two thirds of Chubb Australia business. Turnover ~A$280m, 900 employees (38 EBA’s), >200 sub-contractors, 31 locations nationwide servicing approximately 45,000 customers across multiple vertical segments including mining, defence, retail, facility management, SME, government, data centres and industrial. RoleResponsible for leading sales, operational delivery, customer engagement and support functions of the Fire Division of the Chubb Australia business. Developing strategy and operational plans to deliver customer service excellence, high performance and employee engagement. Safety, Ethics, Integrity & People - always first priorities.Key achievements include:• Increased total EBITDA return on sales by ~80%. - Organisational redesign resulting in $3m of cost and structural savings. - Introduced automated Balanced Scorecard approach to branch and stream level. - Increased field efficiency through in-field service tools & Data Science - Pricing discipline & review cadence tools and structure• Took business from #2 to #1 market share. - Developed new sales structure & leadership resulting in repetitive revenue growth. - Established industry leading Key Account Centre of Excellence - Increased mining segment share & revenue by >30% over two years - Direct sales relationship management for new and retention of large service contracts• Moved fire maintenance service on time & in compliance from <93% to >99%.• Established and mentored/developed strong leadership at national, state and branch level.• Promptly resolved industrial actions during EBA negotiations with win/win commercial outcome.• Reduced recordable safety incidents by ~30% by through cultural change & process

BusinessLarge fire installation division of Chubb including fire sprinkler, alarm & special hazard systems together with full responsibility for mining region in the Pilbara (both service & installation). Turnover $45m to $75m. 5 locations (major State capitals). Also responsible for total NZ business on turn-around secondment for approximately one year concurrently during this term.Key achievements include:• Turn-around of loss-making division to above industry standard • Transformation from low margin commercial new builds to high margin mining, infrastructure and end user markets.• Implemented selling and execution control processes to increase average installation margin delivery from average 1.5% under quoted margin to 2% over quoted margin.• Reshaped direct labour & subcontractor mix to competitive position• Established branch in Port Hedland with outcome of securing BHP Iron Ore service contract and installation/retrofit works. • Exited non-sustainable business segments• Appointed National General Manager for NZ business Oct 2011 (concurrent with Australian role) – divested HVAC business & increased EBITDA ROS by 2ppts in one year.

The role was responsible for complete finance and commercial function of Chubb Fire Division (turnover ~$290m including business streams since divested). Large commercial focus including mentoring and advising line management and senior leadership team.Key Achievements:• Transformed finance department struggling with poor reporting, processes and controls.• Outsourcing AR, AP & general accounting offshore• Rationalised 2X ERP systems into one• Negotiation, completion of major commercial contracts

Responsible for stand-alone country finance, accounting, IT, commercial contract negotiation, procurement, tax, treasury & M&A functions of Chubb New Zealand business which had revenue of ~NZ$120m (including business streams since divested), operating nation-wide from 12 locations. Additional revenue streams to Australian business including HVAC, Guards, Patrols, Cash in Transit and Locksmithing. Achievements:• Integrated Chubb and acquired James Hardie Building Services into one ERP and one shared services function• Integrated Chubb and acquired Securitas Security into one ERP and shared services function• M&A lead for 16 acquisitions including commercial business cases, diligence, contract negotiation with vendor and developing & overseeing integration strategy & execution of ($2m to $35m turnovers).

• Appointed Finance Director (titled “Controller”) in 1994.• Holding various finance roles of increasing responsibility prior