Debbie Loke Email & Phone Number

Melbourne, Vic, Au

Key Highlights:• Commercial and Finance leader, managing 15 FTEs nationally• Accountable for driving commercial performance and optimising value across the organisation by driving tactical and strategic decision making to optimise short and long term outcomes for the business• Commercial Finance / Financial Planning & Analysis / Finance Business Partnering / Integrated Business Planning: - Preparation of consolidated budgets, forecasts and strategic 5-year plans - Financial and management reporting, month end close, working capital and cash, capital management - Partner with leadership team to deliver strategic plan and financial targets by providing insight around current and future performance, technical and commercial advice for improved BU performance, highlighting risks and interventions to drive profitable growth and EBIT opportunities across Manufacturing, Supply Chain and Sales, Marketing and Innovation• Lead the Integrated Business Planning process, partnering with the business divisions to proactively ensure key issues are identified and resolved, collaborating with cross-functional stakeholders on key initiatives to exceed financial and non-financial targets• Define and execute the Finance Digital BI Roadmap, focused on high source of value drivers, with the opportunity to introduce efficiencies, unlock commercial value and insights

Melbourne, Victoria, Australia

Key Highlights:• Leadership role in the Sales Performance Leadership Team and AsPac Finance Extended Leadership Group driving the modernization agenda for AsPac Finance, managing cross-functional project teams of up to 10 FTEs across businesses, geographies and entities. • Led the ANZ digital transformation of Operational and Financial Management Information (MI) across Retail and Dealer channels, delivering digitally enabled, insights driven, automated reporting to support business drivers and financial reporting requirements locally and globally. Includes defining a structured multi-year MI Digitisation roadmap to deliver efficiencies, elimination of manual reports, and incremental commercial value through insightful, self-serve reporting, allowing Finance Business Partners to focus on high value adding activities and strategic projects.• Management of change with diverse range of internal and external stakeholders across Retail, Dealer, Technology and Finance using newly defined MOC Framework and strong interpersonal skills to communicate, influence, engage and gain buy-in from all levels of the organisation. • Led the Culture & Mindset Workgroup within the AsPac Finance organisation amidst a time of change and uncertainty, to deliver growth mindset initiatives, reflected in year on year improvement in culture and engagement topics in the Organisational Culture and Pulse Surveys.

Key Highlights:• Leadership role in the Finance Leadership Group accountable for driving commercial performance and optimising value across the organisation by understanding and anticipating business operations and implementing improved and simplified business practices that enhance outcomes for the business. • Performance Management / Financial Planning & Analysis / Business Partnering: - Led preparation of budgets, forecasts and long term plans. - Reviewed financial and management reporting, month end close, cash flow forecasts and led performance reviews with senior clients and business partners. - Partnered with leadership team to deliver strategic plan and financial targets by providing insight around current and future performance, technical and commercial advice for improved BU performance, highlighting risks and interventions for B2B, B2C, Supply, Terminals and Marine in alignment with business strategy. - Major tender activity - Credit management, finance assurance, evaluating and advising on commercial opportunities.• Developed and embedded a structured performance framework for monitoring and measuring value delivery for Midstream IST (Integrated Supply & Trading) Products Interface trading and local optimisation, ensuring tax and control alignment and assurance. • Identified RCOP opportunities to AsPac and delivered to the bottom line through various engagement sessions complemented by robust data points, strong influencing capability and detailed understanding of operational and commercial arrangements between BP Group entities. • Defined the Digital MI Roadmap, focused on high source of value drivers, with the opportunity to eliminate multiple manual reports, introduce efficiencies and unlock commercial value. Roadmap adopted by the wider organisation as best practice. • Streamlined finance team processes; transitioned activity to the service delivery centre (GBS); eliminated low value activities across the GBS/Performance teams.

Key Highlights:• Leadership role in the Finance Leadership Group accountable for driving commercial performance and optimising value across the organisation by understanding and anticipating business operations and implementing improved and simplified business practices that enhance outcomes for the business. • Managed 4 direct reports, supporting people management and effective delegation of workload. Simplified and standardised team roles, providing coaching and guidance to team members’ professional development.• Performance Management / Financial Planning & Analysis / Business Partnering - Provide insights, advice and relevant MI on the commercial performance of the B2C Retail & Dealer businesses within ANZ. - Collaborate with business leaders to deliver planned financial outcomes by proactively providing insights, advice and recommendations for interventions in pursuit of desired financial performance. - Provide strategic insight around current and future performance, commercial opportunities and risks to contribute to channel decision-making (including insights relating to variances, opportunities, risks and relevant market conditions which influence financial outcomes). • Developed and embedded a visual, interactive performance dashboard with stakeholder engagement and training to the Retail business. • Identified a number of cost saving opportunities initiating tactical interventions to drive bottom line profitability. • Restructured team delivering a 25% headcount reduction through identification of cross-channel opportunities for standardization and simplification of reporting. • Described as a ‘transformational leader who has had a huge impact on the way we monitor performance and drive RCP’ by the National Retail General Manager.

Key Highlights:• National team leader with 7 direct reports, accountable for delivering the Terminals & Logistics (T&L) Performance Framework of KPI measurements, analysis and performance reporting, and management of internal and 3rd party logistics (3PL) freight optimisation and recovery, through a period of significant transformational change whilst ensuring continuity of Business As Usual (BAU). • Led successful transformation and outsourcing of T&L activities to a Joint Venture entity and external subsidiary, with 2 roles seamlessly transitioned to a separate BP subsidiary and 5 FTEs disestablished with their activities outsourced to a non-BP operated Joint Venture. This involved strong leadership and communication style to manage team emotions and output, and robust MOC processes to ensure ongoing success for the new Joint Venture entity and individuals’ ongoing success outside of the organisation. • Delivered suite of KPIs and performance dashboards to support the management of the T&L business during its transition phase and ensured sustained delivery of the Commercial Business Management (CBM / IBP) processes.• Optimized internal fleet and commercial freight pricing for BP’s distribution activities, ensuring full recovery of delivery costs during a challenging time for all staff involved.

Key Highlights:• Key role in the Terminals & Logistics Projects, Engineering & Maintenance Leadership Team, during a dynamic period of transformational change. • National team leader with 7 direct reports, accountable for leading and managing primary and functional areas of Program and Project Services, along with building and sustaining Projects Delivery standards and practices.• Project Controls & Project Management Office accountable for leading projects governance, project execution assurance and assisting in project delivery through services such as contracts management and administration, scheduling, project coordination and documentation.• Developed Portfolio Performance and Financial Frameworks including embedding of quality reporting, metrics and portfolio performance MI, implementing improved ways of working between cross functional teams locally and globally, simplified approval processes, resulting in improvement in cost to serve through reduced headcount, operational improvements and more efficient delivery of projects. • Led the T&L Engineering Services team in embedding the Commercial Business Management (CBM) processes within the ANZ Fuels Value Chain, achieving a Class A Capable Assessment. This involved introducing structured meetings allowing improved cross-team interactions and focused discussion on in year and future drivers of value, embedding new reporting for monthly maintenance, revex and capex reviews, monitoring processes sustainably to ensure efficient front end loading, project execution, project close outs and manageable work in progress (WIP) balances.

Key Highlights:• Project management and business development role in integration of Reliance Petroleum (ex Distributor) assets including national, regional and rural footprint of depots and fleet with BP Australia Pty Ltd. • Business Change Lead for Regional Operations Onboard Vehicle Computer (OVC) national rollout program, responsible for ensuring business readiness for new truck technology on board fleet of 150 trucks nationally.• Led business development program supported with robust commercial modelling and strategic investment cases for sustainably maximising growth, driving efficiency, enhancing safety and minimising risk whilst integrating acquired assets with BP, shaping the national depot footprint. • Developed freight recovery models for the Regional Operations business allowing operational efficiencies, improvements and delivery of commercial value to the bottom line. • Mergers & Acquisitions - Led the due diligence process for the acquisition of West Kimberley Fuels in Western Australia.

Key Highlights:• Primary finance business partner for the Supply, Terminals & Logistics (T&L) Performance business in a consulting / advisory capacity.• Performance Management / Financial Planning & Analysis – prepare and present MI to business partners, analyse financial and key performance data to identify trends, consulting role for improved BU Performance supporting internal clients, preparation of long term plan, forecasting, budgeting, performance targets, cost saving initiatives and analytical support. • Board Member representing BP at Executive Committee (EXCOM) Meetings for Joint Venture facilities.• Redesigned the storage and handling tariff and allocation process to better reflect cost of product, delivering process efficiencies and improved understanding of associated costs and pricing. • Delivered a resource study identifying cost savings opportunities by reviewing the contractor and permanent headcount ratio by location to T&L Management and HR. • Redefined financial presentation and reporting for BP/OOC EXCOM Board submissions to improve operational, commercial and financial decisions, engaging regularly with the Board on license to operate and strategic projects.• Developed Investment Discounted Cash Flow Model, adopted by the company for economic modeling purposes.

Local Program Office (LPO) Manager - Retail and Technology Projects- Project Management Office, Delivery of national retail projects (operational & systems) to drive organic growth and business improvement. Financial Advisor - Retail and Technology Projects- Project Controller for Australian rollout of global retail and systems projects accountable for month/year end activities, ensuring adherence to capital value processes, defining projects' financial contingency and managing budget and forecasts throughout the project lifespan, financial reporting requirements, resource management and strategic 5 year plans.Network Development Officer QLD/NT – Asset Management- Network planning, strategic and investment analysis, economic and project evaluation to optimise retail network footprint.Marketing & Promotions - Retail Marketing- Advertising, Sales & Promotions - Develop, coordinate and manage the delivery of advertising sales and promotional program for national carwash network.

Master Of Business Administration (M.B.A.)

Postgraduate Diploma Of Management

Bachelor Of Commerce (Bcom)

Bachelor Of Business Systems (Bbsys)