Armstrong Kennedy International (AKI) exists to enable entities to combat the complexities created by rapid innovation across the value chain. Increased complexity, consumer expectations and new industry dynamics are changing the perceptions of how and where value is created. AKI is an enabler, providing assistance to corporations to deliver, guide, advise, facilitate and assist to formulate a Corporate Vision utilising the inhouse developed Strategic MAT to deliver SMART Strategies. AKI has capabilities across:• Corporate Strategy• Operational Planning & Performance• Organisational Excellence• Governance, Risk & Compliance• Accounting, Taxation and Auditing• Cyber & IT Security• Data Analytics• Investment Advisory

ASL, with origins to 1964, was formed in 1993 as a mutual organisation. ASL is a provider of specialised wholesale payments services. ASL is a strong and independent company committed to continuing its long history of providing to its members the benefits of acting together to obtain scale and market presence and hence achieve better outcomes than would be available to any one member acting alone. ASL processes over $55 billion of settlements annually. ASL has total assets of over $500m, annual revenues in excess of $20m and operates with 30 employees. As an Authorised Deposit-taking Institution, ASL is under the supervision and regulation of APRA and the RBA.Achievements:Financially:• Total Assets increased by 75.8%• Total Equity increased by 205%• ROE improved by 569%• Profitability increased by 1,944%Member / Customer:• Implemented a Customer Acquisition Programme, an increase in Members of 107%• Customer Satisfaction 100%• Product Penetration improved from sub 50% to 79.1%Product:• Implementation of the New Payments Platform, an industry wide project which arguably is the largest program since the introduction of Direct Entry. ASL was the only Direct Participant to be rated “Green” throughout project delivery• Implemented the “Journey to Mobility”. ASL was the first entity worldwide to commercialise a wearables programme through G&DOperational Stability:• Delivered a new core banking platform for ASL, on time/on budget/on spec• Never failed to settle ASL Member obligations with the RBA, 100% SuccessBranding:• Introduced Annual Innovations Forums, attendance at which has grown 425% since inception, with 100% satisfaction measure• Presented at numerous domestic and international (Munich, New York, Rome, Singapore and Vienna) forums on Global Payments InsightsPhilanthropy:• Led a “Walk with Me” trek on the Kokoda Trail raising over $200k• Annual charitable activities have raised over $350k

Coal Services Pty Limited (CSPL) is an entity established under the Coal Industry Act (2001) to:• Operate an innovative, efficient, competitive and fully funded workers’ compensation insurance scheme for the coal mining industry in NSW;• Provide occupational health services such as medical assessments, rehabilitation, risk and injury management and work environment monitoring; and• Provide a mines rescue service (including training) for coal mines and other emergency services.CSPL had total assets of $450m, annual revenues of $90m and operated with over 300 employees during tenure.The role of Company Secretary & Treasurer effectively combined the roles of Chief Financial Officer, Chief Investment Officer and Chief Risk Officer; acting as Joint Deputy Chief Executive Officer where the role of CEO was outsourced.Achievements:• Devised and implemented a strategic business improvement programme, “1 Degree”, which, together with the revised investment strategy, resulted in a sustainable turn-a-round in company performance from losses of $56.2m and $46.7m for the previous two years to a profit of $28.8m.• Devised and implemented a strategic investment programme for CSPL’s $450m of funds under management. The revised investment strategy produced immediate and sustainable positive performance and, over the investment lifetime, produced a 1.2% improved outcome with 28% less volatility of earnings

Initially commenced an advisory practice as a sole operator. Natural progression was to integrate with a large Chartered Accounting and Advisory firm, initially Horwath, and then with BDO.BDO had some 600 offices operating in over 100 countries and was the fifth ranked Chartered Accounting practice both domestically and internationally.Partner responsible for leading the Risk & Advisory Services area of the New South Wales practice. Clients ranged from large financial service providers, listed manufacturing entities to both large and small private companies.Achievements:• Business development strategies implemented resulted in increasing the client base by 164%, by number, and 96.8% in revenues• Improved Return on Investment (ROI) for the Risk Management & Advisory service line of the Practice from a loss maker to a positive 42% ROI

Henry Walker Eltin (HWE) was a mining and engineering services company with a $1.2 billion revenue base from 50 sites spread across Australia, New Zealand, the Caribbean, South America, Africa and South East Asia. It employed approximately 5,000 employees.Chief Audit Executive, reporting to the Chairman of the Board Audit Committee, providing strategic leadership of the Internal Audit function and independent and objective assurance to the HWE Board Audit Committee.Achievements:• Built an in-house internal audit unit from a “blank page” and achieved a satisfaction rating of 100% “commendable”. As concluded by the Chairman of the Board Audit Committee, “Dave has been a breath of fresh air in his role, I have found him to be enthusiastic, proactive and courageous. I am delighted to see someone fit in so well and to exhibit the passion and fortitude he does for the function.”• Achieved a Return on Investment of 554% on internal audit expenditure, which prompted the Board minute record “it would have been beneficial to have had him on board at an earlier date … we might have saved the Company” (CEO)

AMP, a leading financial services company focused on wealth management. It was ranked among the world’s top 100 public financial services companies and a leading global assets manager with more than $250 billion in assets under management.As Head of Internal Audit Global Operations, provided global coordination of AMP’s Internal Audit activity.

Role as Chief Manager, Sales & Service Delivery was to directly assist in the management of the sales and service effort within Customer Service Division (CSD) by leading the support channels for the Commercial Sales Forces, Mobile Sales Channel, Funds Management and Retail Customers. My area was the interface and, in effect, the “reality check” between Product Development, Marketing and the ‘front line’ distribution network. This involved developing strategies to maximise the Bank’s market share whilst building the processes and frameworks to enable the Sales Forces to achieve optimal outcomes.

Executive responsible for the conduct of all audit engagements within CSD and Capital Markets within Institutional Banking.