Catholic Education, Diocese of Wagga Wagga (CEDWW) serves twenty-four primary schools, five secondary colleges and 2 boarding houses in the Riverina and Murrumbidgee Irrigation Area of New South Wales. CEDWW educates over 9,000 students with 1,700 teachers and support employees. Our role is to support principals and school staff in their work around maximising student learning, growth and development.My responsibilities include Finance and Resources, Information and Communication Technologies, Infrastructure and Facilities, Risk, Compliance and Governance, and Legal.

NORTEC is a not-for-profit organisation with the purpose of providing support and services that enables disadvantaged and unemployed people in the communities serviced to secure and sustain meaningful employment. This work is completed under the Australian Government jobactive program. NORTEC is a national leader in the delivery of the jobactive program and was one of a limited number of providers engaged to participate in the NEST trial program in preparation for the introduction of the New Employment Service Model (NESM) program. NORTEC has a turnover in excess of $35m per annum and employs over 300 employees in 27 sites across 4 employment regions in Queensland and New South Wales. I worked closely with the Board and Executive Management Team on improving the financial position and sustainability of NORTEC to support long term growth. I had responsibility for accounting and financial management, ICT, facilities management, leasing management and jointly risk management.Key achievements in Tenure♣ Project sponsor and lead in obtaining ISO27001 Information Security Management System (ISMS) accreditation.♣ Introduction of forecasting modelling that provides guidance to the Board and EMT on a rolling 12 month basis of anticipated operational financial performance.♣ Development and introduction of enhanced management and Board reporting.♣ Revision of annual financial budget process to move from centralised approach to responsibility of business unit heads to complete to first draft stage through development of easier to use budget model and provision of support to managers . ♣ Negotiating renewal of existing and replacement property leases resulting in estimated savings in excess of $1.5m over the life of the leases.♣ Successful negotiation of and reduction in motor vehicle fleet producing savings of $96,000 over the life of the contract.♣ Mentoring and developing Finance Team into a highly functioning and responsive unit.

HOTA, Home of the Arts is the Gold Coast's exciting cultural precinct, bringing visual, performing and cinematic arts to residents and visitors alike. Based at Evandale, the complex houses the Outdoor Stage (capacity 3,500 people), the Arts Theatre (1,139 seats), Lakeside Room (600 people), Art Gallery, two cinemas, cafe and function rooms, a chapel and two smaller performance spaces.The City of Gold Coast is part way through an ambitious 10 year Cultural Precinct Plan. Already completed is the Outdoor Stage, a versatile indoor/outdoor facility that hosts international and Australian artists. Construction of a 7,000m2 international standard art gallery has commenced. When complete it will be the largest regional gallery in Australia. Scheduled opening of the Gallery is early 2021.As Director Corporate Service I had a broad role across the organisation with responsibility for people & culture, finance, governance, ICT, WH&S, facilities management and administration functions. I was also the Acting Chief Executive Officer in the CEO's absence. I dealt extensively with the City of Gold Coast Council from a funding and governance perspective.In my time at HOTA we introduced a new ERP, rostering, ticketing and events management systems. Time and effort went into bringing the delivery of finance, P&C, governance and facilities management up to a high standard. An updated strategic plan along with a reorganisation of the front and back of house operations delivered cost and operational efficiencies which have produce operational surpluses over the past two financial years. Part of the reorganisation included the rebranding of the Gold Coast Arts Centre into HOTA, Home of the Arts in 2018. The publics acceptance of the rebranding has been pronounced with a widening of the demographic who attend events at HOTA and for the first time people are travelling from interstate to attend shows due to the quality of programming on offer.

Ubertas Group is a Melbourne based family developer of sustainable, up market hi- rise residential apartments in the St Kilda Rd precinct and Melbourne CBD. In addition to property development the group has moved into being the owner/operator of food & beverage outlets including Birds Basement which is a purpose built jazz venue in the basement of one of the developments.I was responsible for the total financial accounting function for the operational, project and family entities of the Group. Included in this is the responsibility for sourcing, negotiating project finance, year end financial accounts and taxation obligations plus management of day to day accounting. In addition I was responsible for human resources and the coordination of the ICT function. I project managed the offshoring of certain back office functions to the Philippines.

As the Chief Operating Officer for Gold Coast Airport I was responsible for the overall commercial and operational performance of the Airport, this included terminal security, retail, carparks, asset maintenance, major projects and government relations. GCA is Australia’s fifth largest international airport and sixth largest domestic and overall airport. It is a key contributor to the economies of the Gold Coast and Northern New South Wales regions requiring my team and myself to be actively engaged in the business and government communities in establishing and enhancing the reputation of GCA ensuring its interests were at all times represented. Over 1,700 people are employed in the GCA precinct, with over 65 reporting to the COO.Key achievements in Tenure♣ Successfully lead negotiations with Airservices Australia to agree to the installation of the Instrument Landing System at GCA that had been outstanding since 2010.♣ Devised opportunity for departments to develop and present initiatives to increase profitability and customer experience outside of normal budgeting process. This lead to over 30 initiatives being put forward generating some $500k in forecasted profit uplift over a 12 month period.♣ Introduction of monthly operational and profitability reviews for operating units. This saw an improvement in analysis of financial reporting and improvement in business decision making.♣ Introduced quarterly strategic forums for managers and supervisors that lead to development and adoption of new vision and strategic plan for the business. ♣ Represented GCA along with other business leaders, KPMG and Gold Coast City Council in the development of the City Futures project that has produced a strategic plan and vision for the City of Gold Coast out to the year 2050. ♣ Initiated use of QAL Business Intelligence that lead to development of pricing and on-line marketing strategy for car park that has resulted in increased utilisation of product and profitability.

Queensland Airports Limited (QAL) is the owner and operator of airports in Queensland. Airports owned are Gold Coast, Townsville, Mount Isa and Longreach. QAL is a public unlisted company with an enterprise value in excess of $1.5b and annual revenues in excess of $125m.My role at QAL was to lead my teams to ensure the efficient and effective provision of finance, treasury, business analysis, market research and ICT to the company, the Board, Managing Director and Senior Management team. I provided a strategic financial direction to guide future growth through acquisitions, development of revenue generating assets or upgrades of existing infrastructure.Key Achievements♣ Successful purchase and integration of Longreach Airport and Airport Central retail centre.♣ Initiated revised business planning that moved from a centralised ‘finance’ focused process to increase involvement of business units creating greater ownership. The process was expanded to allow for director involvement to stimulate board / management strategic engagement.♣ Lead development of new capex process providing detailed and timely information leading to improvement in project financial performance. ♣ Negotiation of $1.1b corporate and $0.4b capex finance facilities over two refinance cycles.♣ Lead development of hedging strategy that produced savings in excess of $20m.♣ Improved monthly reporting providing additional and more easily interpreted information to the Board and business unit's.♣ Lead the development of BIS for advance analysis of financial and operating information..♣ Enhanced governance through development and implementation of P&P's. ♣ Participation in the RAC including development of annual internal and external audit programs. ♣ Expanded role of Business Analyst to assist business units in project analysis to better target IRR's.♣ Introduction of detail cost interrogation into business units that generated savings of up to 15% on individual expense lines.

Niecon Developments was an established Gold Coast residential, commercial and retail development private family company. Niecon positioned itself as a developer of premium projects in terms of product and price. Gross revenues of projects during my time at Niecon totalled in excess of $1b.During my time at Niecon Developments I was responsible for the total financial accounting function for the operational entities of the Group. Included in this was the sourcing, negotiation and completion of project and asset holding finance, year end financial accounts and taxation obligations plus management of day to day accounting. I was also responsible for human resources, legal plus the coordination of the IT and company secretarial functions. Due to the dynamic nature and size of the Group I was involved in the management of operating assets such as retail holdings and residential management rights.

Until March 2005 MID owned Royal Pines Resort, the ANA Hotel & Piazza Shopping Centre on the Gold Coast, and Chifley Tower and Plaza in Sydney. RPR is an integrated tourist resort encompassing a 330 room conference hotel, 27 hole championship golf course and approval to build 1,300 residential dwellings. The ANA Hotel is a 404 room hotel, the Piazza Shopping centre, a complex of over 8,000m2 in size. Chifley Tower is an A grade office and shopping tower in Sydney. As part of a structured program the assets were sold off with the ANA/Piazza sold in March 2005. In May 2005 RPR and Chifley Tower sold in what was at the time Australia’s largest commercial real estate transaction.My role included responsibility for the total financial accounting function for the Queensland divisions. This included year end, taxation and the management of day to day accounting. I was also responsible for procurement, legal, company secretarial and IT functions.Key AchievementsProducing first operating profit at RPR after 11 years of trade and in all three subsequent years. My contribution included:♣ Improved reporting from a timeliness and accuracy point, end of month reporting from up to twenty days to three.♣ Introduction of new inventory system reducing costs by $250k in first year alone.♣ Review of IT which identified inherent deficiencies. Based on recommendations made to Owners, a complete update of system resulted in significant productivity gains.♣ Introduced accurate monthly PnL forecasting including cashflow.♣ Reduced staff turnover in finance team through review of PD's, inhouse and external training and staff development plans.♣ Negotiated the first external financing facility used by MID for the Riverside residential development.♣ Capital reorganisation involving a foreign currency debt to equity swap. ♣ Compiled and managed the team assembled to sell the ANA/Piazza complex. ♣ Was part of the team assembled to sell Royal Pines Resort and the Chifley Tower.

Intercontinental Hotels Group is one of the world’s largest hotel groups. The role of Area Director of Finance is to provide technical and business support to the hotel based Financial Controllers as well as the General Managers. The Area Directors of Finance also represent the management company’s interest at owner’s meetings. This involved considerable interstate and at times international travel. Given Intercontinental Hotel Group was listed on the London Stock Exchange and the Melbourne based assets where all owned stock rather than managed, it was imperative that consideration of share price and disclosure requirements occurred in all major decisions. As a consequence of this my role included considerable involvement with and reporting to the Australia Pacific Asset Executive Management team.Key Achievements♣ While based in Melbourne, I was part of a team that was given the task of amalgamating the operations of the 5 Melbourne hotels with the aim of increasing owners profit. In the first year of this project over $1 million in profit enhancement was achieved.♣ Assisted in the integration of the SPHC Group into the Intercontinental Hotel Group.♣ Provided technical and development support to the finance operations of up to 13 international hotels over three states and two countries.♣ Received the inaugural Corporate Governance award from the SPHC Group in 1999, at that stage Australia & New Zealand’s largest hotel operator.

The Alpine Australia Group was a joint venture entity between Kumagai Gumi and Transfield to operate the Skitube, Blue Cow Guthega Ski field and the Station Resort Hotel. In my role I was responsible for the accounting and administrative functions firstly at the Skitube and then the Station Resort. I also had direct operational responsibilities at both resorts including ticketing for the Skitube plus Perisher Valley and Blue Cow Guthega ski resorts.