David Eather Email & Phone Number

Kirwan, QLD, AU

Vancouver, British Columbia, CA

Includes financial processes, reporting, planning; contract management; information technology; supply and logistics

Vancouver, British Columbia, CA

Responsible for financial services, reporting, process improvement. Back to back support for Head of Commercial working with K92 management

US

Financial managementContract management Supply, procurement,warehousingInformation system management

Process re-engineeringFinancial audit action resolution Contract management

Searching for new opportunities to apply my financial, commercial and team skills to create value. Experience in the corporate and operational environments enables my ability to deliver the strategic, operational and improvement responsibilities for new organisations.

Responsible for financial governance, business planning processes, business performance analysis and reporting, management of business risk and ensuring OTML complies with the legal and ethical requirements. The role is the key in supporting the OTML executive management achieve the startegic and operational performance targets in a safe efficient manner.

North Sydney, New South Wales, Australia, AU

Responsible for the development of assessment process for contract managers to review the sub-contracted work to determine the feasibility to insource the activities at lower cost whilst maintaining quality of service.Developed project impact assessment and implementation plans for improvement opportunities across the Defense and other infrastructure.

• Commercial Manager within the PNG operation's leadership team responsible to achieve the maximum production and cost efficiency whilst complying with environmental, health and safety requirements
• Managed the commercial processes, including Financial planning, budgeting and forecasting; Finance transactional services (AP, Payroll, AR, management reporting, cost reviews); Capital project pipeline management.
• Facilitated a US$40m cash flow improvement with reduction in mining activity (reduced fleet) and two rounds of workforce redundancies (commercial team reduced by 15%).
• Established and led execution of Total Cost Down program (site wide cost reduction) to deliver US$30m YOY improvements, including improved contractor terms (10-15% reduction) and consolidation (reduced number), reduced.
• Implemented improvements to department safety by motivating teams to develop and implement safety improvement plans,
• Reduced warehouse inventory levels by US$15m (6%)

• Member of the Operations and Minerals Leadership Teams, provided direct support to the Executive General Managers (EGM) to support management delivering maximum value;
• Led and challenged site business planning, budgeting and estimates processes;
• Ensured effective management reporting and cost controls were in place to manage operating expenditure, working capital and capital expenditure;
• Ensured effective systems, processes and procedures were in place to enable the Support Services (Finance, IT, Supply & Logistics);
• Ensured business risks identified and addressed;
• Managed commercial teams within each operation (performance management);

• Managed central shared services for the Telfer WA operation, Cadia Valley operation in NSW, Cracow mine in Queensland and Melbourne group activities
• Led team of seventeen staff enabling - o Accounting processes (month end close, balance sheet reconciliation and internal/external audit requirements) for the Telfer and Cadia operations (site teams focus on site cost.
• Development and reporting of service centre performance in monthly executive reportingAchievements
• Led project team to justify and implement the standardization of payroll to fortnightly cycle. This enabled improved control and reduced variability.
• Implemented standard inventory valuation across three sites to improve consistency. This included scoping site requirements, aligning group reporting policy and execution with each site.
• Supplier complaints were reduced within three months by ensuring quality statement reconciliation and monitoring team performance.

• Delivered improvement across all Newcrest Executive teams, Operations, Minerals (Exploration) and Studies & Projects groups to reduce the month end processes for reporting, resulting in key executive reporting being.
• Develop and agreeing key value drivers and outcome measures,
• Implementing quarterly forecasting,
• Alignment in use of the chart of accounts,
• Improved costing
• Improvements to the safety reporting processes,Developed new monthly executive and operations report across the Newcrest value chain.

Melbourne, Victoria, AU

• Responsibilities
• Business process owner for the Condor chart of accounts SAP consolidation project, leading a team of 5 programmers and 15 finance business representatives globally.Achievements
• Ensured that the conversion of five Western Mining acquired operations to GSAP, achieved the business objectives and complied with the group’s finance requirements.
• Managed GSAP chart of accounts consolidation enabling reduction from 4500 to 1600 GL accounts,
• Led the post implementation review of the Dendrobium underground development project, (US$ 300 million) with a cross functional team. The objective being to assess the project success in achieving its original project.

Melbourne, Victoria, AU

• Responsibilities
• Developed the strategic direction for Benefits Capture process and tools to improve the measurement and reporting of the financial impact of the various business improvement methodologies (e.g. Six Sigma, capital.
• Established a steering committee and group of Process Champions to improve functionality and training of the benefits capture process and system (BCS).
• Led cross functional user group of 50 across the company’s global operations to ensure consistent and creditable application of the benefits capture process and tool to ensure consistent measurement and reporting of.
• Expanded the application of the standard BCS process and tool, to incorporate capital projects and supply initiatives.
• Deployed the business improvement measurement processes and tools at the ex- WMC operations.

Melbourne, Victoria, AU

Developed benchmarking framework and reports with each Customer Sector Group to analyse and report BHP's performance relative to its peers and respective commodity groups

Melbourne, Victoria, AU

Managed a team of 13 staff to prepare management and statutory reporting (under Australian and UK GAAP) and governance activities for the 180 corporate entities comprising the Group, with annual expenditure of US1.2 billion.Improved month end process for corporate entities across the six continents to enable the day seven reporting objectiveDesigned and.

Melbourne, Victoria, AU

Led financial analysis for merger of the BHP and Billiton groups,including the presentation of corporate impact analysis to the CFOLed integration of the new Billiton operations into the BHP forecast and planning processes,including definition of new performance framework which was implemented within 3 months of the merger

Melbourne, Victoria, AU

Led the long term financial planning processes, including the development of1. commodity and foreign exchange forecast protocols2. development of range analysis for company planning3. move to quarterly forecasting to provide better integration between annual plans and actual performance

Tabubil, Western Province, PG

Responsible for the management reporting, budgeting and forecasting, treasury and insurance activitiesPresented to company Finance Committee and Board of Directors for business plans, treasury and financial performance. The refinancing of revolving credit facility and annual insurance renewal with global insurers

Melbourne, Victoria, AU

Applied McKinsey delta P methodology across the BHP Iron Ore mine, port and central services areas

Bachelor Of Business, Accounting And Finance, Information Technology

Cfo External Interfaces And Priorities

Senior Managers Program

Certified Practicing Accountant (Cpa), Cpa