In September 2019, the Corporate and Asset Finance group (CAF) was split up and merged into other groups within Macquarie. The Transportation Finance business, previously part of CAF, required a dedicated senior finance professional to support their deal structuring and divestment activity as well as day to day financial management. The business is a combination of investments and management services in Aircraft, Rail and Rotorcraft lending and leasing portfolios. The key responsibility has been supporting the structuring and divestment of the Rail and Aviation portfolios as well as being accountable for all aspects of financial management including analysis, decision support, the financial control environment, commercial strategy, transaction evaluation, various internal and external presentations, direct and indirect taxes, funding and capital management.

As Head of FP&A Corporate and Asset Finance (CAF), a group that grew into the second largest in Macquarie (~$40bn AUM, $1.2bn PBT), I led a global team to deliver and implement internal and external reporting, funding and capital requirements, business analysis, decision and transaction support, strategy, budgeting & forecasting and investor relations.

Responsible for the financial management of Transportation Finance, Mining and Equipment Finance businesses in the Corporate and Asset Finance group. Key responsibilities included finance control, hedging, management reporting, regulatory, capital and funding, tax co-ordination, budgeting, and forecasting.I was brought across to CAF to set-up, structure and integrate the acquisition of Macquarie’s first Aviation Leasing operating business (ultimately AUM US$8bn). This led to further work on Aviation acquisitions and other acquisitions including a Rail passenger and freight portfolio (AUM $A0.8b) and a de novo Rotorcraft leasing business.

This management role headed up a team of eight professionals for the Macquarie Capital Advisory finance team. Responsibilities included financial control, monthly reporting and reforecast, liaising with deal teams and business management, reviewing and feedback on new project proposals for accounting, structure and operational issues, statutory reporting, direct and indirect taxes.

Stella Travel Services (previously S8 Ltd) was part of Stella Group which began trading in January 2007. This global group was the result of several acquisitions of key retail, wholesale and ground operation companies including Harvey World Travel, Travelscene American Express and BestFlights.com.au. This global group was one of the largest vertically integrated travel businesses in the world with over 2500 franchises, in 12 countries with 41 Airlines represented. As a result of these acquisitions, a newly created role of Global Commercial Manager Marketing & Wholesale became available.A senior member of the Australia Leadership Team and Global Senior Leaders Team, this strategic role reported to the GM Wholesale and Executive Committee. Responsibilities included supporting the oversight of wholesale businesses globally, development of key performance reporting and facilitating synergies between the businesses post consolidation to enable enhanced performance. This role supported the GM of Wholesale in contract negotiation with land product suppliers, key driver in M&A opportunities and proposals, various system development and process improvement projects, strategy, and business planning.

RInitially Financial Controller of the ASX listed Harvey World Travel group, I was a key facilitator on the M&A activity that occurred after they were taken over by S8 Ltd and subsequently sold to MFS, then ultimately private equity player CVC. Once the acquisitions were completed, I was made Group Financial Controller of the newly formed Stella Travel Services in January 2007. I was responsible for all financial control management and leading a large team of over 35 staff. Key deliverables included all reporting internally and externally, company secretary, half and full year audits, all aspects of financial control, cash flow management, payroll, direct and indirect taxes, budgeting and forecasting, process and procedures implementation and improvement and KPI development and monitoring. After the takeover in September 2005, in addition to my role as financial controller, worked closely with S8 on the acquisition of the other travel businesses including integration, restructuring, consolidation, design and implementation of new GL systems.

Was a Sydney based wine group that includes several brands exported worldwide including the McPherson label. Wine operations spread over Australia and a large bottling facility in Victoria with offices in London & the United States. Turnover of approx $55 million with just over 100 staff globally.Reporting directly to the CEO, I became the Head of Finance after the retirement of the preceding Financial Controller. Responsibilities included all aspects of finance, funding, operations and I.T. Leading a team of eight we managed all aspects of financial control and reporting, payroll, direct and indirect taxes, capital budgeting, budgeting and forecasting, modelling and analysis and ERP system implementation and analysis.

Responsible for all financial and management accounting for the McPherson Wines group. This included supervising two assistant accountants, preparing all internal, external, and statutory reporting, payroll, budgets and forecasts, cash flows, supervising accounts receivable and payables, direct and indirect taxes returns.