USG Boral operates in Asia and ANZ and manufactures plasterboard, compounds, cornice and ceiling products, supplies through company owned and independent distributors, and installs wall & ceiling systems for tier 1 homebuilders.Responsibilities:• Provide commercial advice including customer and product profitability analysis to Regional Managers, Operations and Sales managers and other key stakeholders;• Ensure regional teams have comprehensive understanding of business profit drivers and coordinate regular performance reviews;• Drive performance enhancement and other business improvement projects and processes;• Prepare strategic and business plans and drive the implementation of associated projects;• Prepare budget and forecast financials, key performance indicators and submission papers;• Drive growth of the business through strategic analysis and business case development including replacement capital / strategies, network optimisation and growth initiatives;• Analyse & report monthly on actual versus budget / forecast performance;Achievements:• Preparation of business case to expand service offerings to homebuilder segment. Financial modelling including target market selection, cost and revenue projections of supply and install of insulation before creation of plasterboard walls resulted increase the value proposition to homebuilders. Financial impact $30M p.a. additional revenue.• Review of commercial segment customer profitability identified inconsistency in customer pricing and tiers. Changes were made to definition of pricing tiers & pricing strategy, shifting customers into the appropriate tiers pricing and implementing plans to correct pricing; • Review of homebuilder maintenance projects revealed leakage in cost recovery due to lack of appropriate customer sign off before commencement of maintenance work. Margins improved by 5% resulting in $150k p.a. profit increase;• SAP Integration issues. Rectified pricing issues with major customers.

Boral Ltd is major construction and building products supplier in Australia, Asia and the US employing approximately 15,000 people. Boral Australia is a division of Boral Ltd which provides Quarry, Concrete, Asphalt, Bricks, Timber and masonry products and services and employs approximately 1,500 employees in the Vic/Tas/SA region with revenue in the range of $700m - $900m.I provided strategic advice to the SR operations (Quarries, Concrete, Asphalt and Supply Chain) on all issues relating to the procurement of goods and services (circa $280m external spend) including process, sourcing, contracts, and capital projects. Responsibilities:• Work with regional management teams to identify opportunities and strategies for improving cost, quality, safety, process improvement and other key business deliverables;• Lead all Regional sourcing activities, ensuring they are in line with Group sourcing strategies;• Provide category management for all managed categories and ensure all sourcing strategies are effectively implemented. • Deliver value delivery targets set by Group Procurement;Achievements:• Led the development of the SR purchasing team into a Procurement team, with improved stakeholder engagement and sourcing skills, supported by shared repeatable processes;• Value delivery targets met (range $3m - $4m p.a.) including Cost down site reviews;• Delivered $1.1m in value from earthmoving project. The project required significant stakeholder influencing, cross functional collaboration, and review of varies business options;• Insource and outsouce review including business cases to model EBIT and cost of capital;• Implemented improved operational buying project in Vic Quarries, leading to greater collaboration, economies of skill, and $ value delivery; • Implemented guided buying catalogue project, leading to greater transparency of preferred supplier panels, rates, and value delivery;

Working as a business partner for the General Manager Quarries and General Manager Finance I supported the Southern Region Quarry 26 Quarry sites by providing financial and management advice improving the overall performance of the quarry Southern Region Quarry business.My responsibilities included:• Drive performance enhancement and other business improvement projects and processes;• Prepare strategic and business plans and drive the implementation of associated projects;• Provide commercial advice to the General Manager Quarries and other operational managers including leading operational reviews;• Prepare budget and forecast financials, key performance indicators and submission papers;• Support Quarries in the development and implementation of Capital Projects including replacement capital / strategies, and growth initiatives.Achievements:• Review of asphalt competitor aggregate pricing resulted in a significant price increase ($0.5m additional profit), parity internal and external aggregate pricing, resulting in asphalt price increases to two major customer and a further $0.6m additional profit;• Led the Quarries and Asphalt BUs to collaborate on tendering for three asphalt projects, which resulted in lowering quarry input costs (margins) for the asphalt tender, but allowed Boral to secure both the asphalt and quarry volumes for these three projects. Incremental revenue to Boral of $4.4m and $0.66m in profit;• Worked with Sales, Operations and technical to reduce the volume of slow moving stocks.

Supporting the General Manager Asphalt and sales and operational staff in the financial operation of the Victorian Asphalt business (circa $150m to $200m revenue).Responsibilities:• Coordinate business strategic planning and budgeting / forecasting processes;• Drive performance enhancement and other business improvement processes;• Provide critical and quality commercial advice to the General Manager Asphalt;• Support the business unit in the development and implementation of business cases including capital, growth and acquisitions;• Review customer, segment and product profitability and recommend actions to management;• Prepare product costing / pricing for sales and standard costing for input into estimating;• Contract and tender review;• Manage job costing processes and project performance reviews;Achievements:• Benchmarked asphalt plant costs resulting in energy (MJ) targets being created and KPIs established for moisture content of raw materials. This resulted in lower energy costs for drying sand and lower sand volumes purchased; savings of $0.5m;• Reviewed market contractor rates and challenged the value of the reciprocal trade. Introduced more competition via a new supplier, resulting in a 15% reduction and the existing supplier also dropped rates by 8%. EBIT to Boral of $0.4m p.a.• Identified waste from quote, order, manufacture, asphalt delivery, product placement, invoicing and collection. KPI’s established to monitor and reduce waste; e.g. crew / truck waiting for mix, and reduction in rework;• Designed job costing process and procedures for greenfield major Freeway projects;• Reviewed asset utilisation resulting in changing owned to hire ratio, offloading underutilized gear, lowering overall cost base, improving overall margins and competitiveness;• Prepared business cases and due diligence for acquisitions and plant replacements;• Design and rollout of quote, despatch to invoice system to replace manual the system.

corProcure was set up as a buying club with B2B technology platform for 14 large corporates including Australia Post. This was a business restructure role with Australia Post buying corProcure and integrating the technology into its ebusiness suite of solutions and redefining the business model.Responsibilities:• Prepare commercials for the strategic and business plans;• Financial modelling and preparation of monthly forecasts; • Financial modelling and preparation of monthly forecasts, accounts and taxation issues• Prepare product costing, product pricing initiatives and review of tenders / proposals;• Prepare strategic and business plan financials and board / funding request papers;• Restructuring and downsizing of the company and integration into Australia Post.Achievements:• Design of revenue models for all products that fed into the P/L, and cash flow forecasts for the following three years that were incorporated into the strategic and business plans. • Evaluation of all product offerings and product pricing. This involved determining the costing of each product, the synergy between products and setting margins for each product.• Preparation of the strategic and business plans and resultant redesign of the business.

Working for Fluor (one of the world's largest construction engineering companies) primarily on the Murrin Murrin Nickel Cobalt (client Annaconda Nickel) project in Melbourne, Perth and regional WA. I was engaged in the construction phase of this $1.2b project (2,500 site based workers at the height of construction) and established project setup, controls, recruitment, development and leadership of both Perth and site based project accounting teams.Responsibilities:• Project control / forecasting and reporting to project management and clients;• Management of the accounting function including payables, debtors, payroll (450 craft workers), fixed asset and all project accounting staff (10 in total);• Review monthly revenue invoices to ensure compliance with contractual provisions, including interpretation and negotiation of the contract with the head client;• Prepare Diesel Fuel Rebate returns and implementation of systems to maximise recoveries from the Customs Department;• Prepare claims involving commercial issues with contractors, suppliers and clients.Achievements:• Redesign and implementation of the new cost coding structure and procedures which resulted in more timely and meaningful reporting for project and corporate management;• Successful integration of the project cost control functions with the project finance functions;• Stakeholder alignment sessions - contracts, procurement, warehousing and finance divisions;• Redesign of procedures which resulted in an additional $1.2m (compared to original forecast) recoveries Diesel Fuel Rebate on the Murrin Murrin project;• Preparation and submission of a $12m claim for breach of contract by the construction camp contractor, resulting in an additional $5m recovery;• Successfully managing a team of 10 people to meet all operational deadlines;• Rapid promotion from senior accountant to project accountant.