Every day, the Perenso team works to provide our customers with the business intelligence they need to sell better through our leading B2B eCommerce and field sales automation platform. It is my honour to lead these agile professionals who share a commitment to creating a seamless experience for our customers, helping integrate our platform with their existing business process and systems.Having operated for over 25 years in Australia and experienced a rapid expansion into the American market, Perenso’s solutions span field sales, as well as in-person and cloud trade shows. Headquartered in Paramatta, Australia, our US team is based in Denver, Colorado.Experience the impact of Perenso's sales execution platform by visiting https://www.perenso.com/.

Prior to joining Perenso as CEO, I acted as the company’s Chair of the Board. In this role I led the Board to focus on strategic matters, overseeing the Group’s business and setting high governance standards.

As Director of this independent consultancy, I have advised and worked with firms with diverse operating and strategic challenges. Key client projects have included:♦ Deep dive analysis, market and consumer segmentation and strategy for ASX100 firms ♦ Pre M&A market analysis for a major multinational on a large ANZ consumer goods company♦ Strategic and execution coaching/consulting assignments to start ups at various stages

This award winning start-up provided innovative waste water treatment systems. I consulted initially to undertake a strategic due diligence assessing marketing, capability and commercial pathways for this firm as a result of the business running out of cash and investing in unprofitable infrastructure. After delivering a robust and well articulated strategic and operational plan that was favorably endorsed by the independent professional board, shareholders and staff, I was then appointed as CEO.Key Accountabilities♦ Define and execute a winning business strategy♦ Develop business capability to achieve turnaround and sustainability♦ Arrest cash-flow and earning issues and execute necessary turnaround initiativesKey Achievements♦ Improved revenue by 26% whilst industry segment contracted 35%♦ Increased lead conversion to sales by 70%♦ Improved earnings by $3.3million to achieve first time profitability for operating business♦ Successfully managed headcount rationalisation from 66 FTE to 52♦ Raised $7.3 million in equity through debt conversion and cash

Appointed to initiate and manage Berri’s international expansion into the Asia Pacific region. These were untapped and emerging markets for juice products with no business blueprint. As a result of the demand I generated for the category, the market footprint I created and the successful partnerships I developed, I was appointed as a key member of the Executive team to work closely on the integration and eventual sale of Berri Ltd to San Miguel.Key Achievements♦ Achieved $70million in additional revenue for group through international expansion and acquisition♦ Established a robust vision and strategy for this new business unit with strong endorsement from the board, CEO and leadership team♦ Won market share leader in 3 target countries with major presence in 20 others across Asia Pacific♦ Established 6 international offices, with 2 in-market manufacturing operations and 3 contract packing and logistics alliances♦ Led post merger integration program for Berri Ltd with San MiguelKey Accountabilities♦ Establish an international entity to pursue group expansion objectives♦ Develop appropriate strategies including targeting of regions and products, defining where to establish and how to win business♦ Develop business capability, including resourcing for export and in market activities♦ Redefine operational and logistics standards for domestic business♦ Participate as member of Group Executive teamIn addition to managing the business unit, I led several cross-divisional activities including participating in the:- Group Strategy, Mission and Value team- Innovation Team - Quality Standards Improvement Initiative

Additional Role Accountabilities- 1996: NSW Group General Manager- 1998: National Business Manager, Woolworths - 1995 – 1998: National Business Manger, McDonalds Key Accountabilities♦ Manage overall financial responsibility for separate NSW Business Unit covering sales, operations (across two factories) and supply chain♦ Seconded to Group General Manager role to assume full business unit responsibility and management team leadership♦ Develop business capability and key management process across all disciplinesKey Achievements♦ Established new value adding business processes and reporting regime to assist in improved operations and financial outcomes♦ Achieved profit turnaround during difficult trading period ♦ Achieved material improvements in working capital, production and labour efficiencies for NSW operations, including:- site rationalisation- master plan and development of upgrading super-plant-negotiation on breakthrough EBA♦ Maintained Berri’s share in Woolworths during the period of secondment to National Business Manager♦ Maintained account and improved relationship (winning two supplier awards) with McDonalds despite aggressive attempts by a global competitor to win business

Key Accountabilities♦ Key member on business turnaround project reporting to CEO/CFO♦ Re-establish management and financial reporting processes including dependent business processes and systems♦ Identify and execute critical business cost savings initiatives including:- accounting and administration- information systems- customer service and logistics♦ Establish and implement national customer service and supply chain projectKey Achievements♦ Established management information and reporting systems and processes resulting in 3 day delivery of executive reporting package post end of month♦ Rationalisation of credit control administration resources from 18 FTE to 6♦ Managed national roll out of UNIX based ERP system♦ Established robust strategy for National logistics rationalisation and implemented endorsed plan, involving:- improved DIFOT from 42% low to consistently plus 90% - establishment of National Distribution center at Wetherill Park- consolidation of supply through 6 factories in 3 states through the National Distribution Centre