Talaris was purchased by Glory of Japan in 2013 and Glory Global Solutions was formed as the International arm of Glory Japan. Glory had a strong history in both the Retail and Financial sectors in the cash management area with its beginning in 1913 in the vending space.This was a good mix with Glory and Talaris having similar, but not conflicting, products. They have a strong focus on innovation and spend a large amount on research and development, with numerous factories worldwide.I moved into a new role managing our relationships with third party suppliers and the central banks. I managed some strategic accounts like the Bendigo and Adelaide bank.

Talaris was a company formed by the sale of part of the De La Rue business to the Carlyle Group. I continued in the Branch Automation division providing solutions to Retail banks around the automation of cash in branches. I consulted on the transition of Banks from transaction based organisations to Retailers of financial products.I continued to run the sales team focusing on Branch automation, our customers included CBA, NAB, ANZ, Bendigo and Adelaide Bank and many Credit Unions.I oversaw our turnover grow from $18 million to $25 million during this time. I also completed 20 years with the business in this period.

De La Rue is an English company established in 1813 and is involved in the cash industry. It consists of three main divisions, the Currency division, who print currency for over 150 countries. They also print many other security documents like stamps, passports, driver’s licences and traveller’s cheques. The second division is the Cash Processing division that provide large sorters to sort and authenticate cash for Central Banks, Cash In Transit companies and Retail Banks. The third division is the Branch Automation division who provide solutions to Retail banks around the automation of cash in branches and consult on the transition of Banks from transaction based organisations to Retailers of financial products.I was asked to come back to the Australian business, after a slump in revenue and profit and a new Managing Director was appointed. In that role I managed a team of four sales people covering the two divisions of Sorter and Branch Automation. The key focus of the team was in the branch automation area, working with Commonwealth Bank and National Australia Bank and the ASB Bank in New Zealand. We were working with these organisations to change their focus to retailers. This includes consulting on branch design and layout, the automation of some of the processes in the branch and the sales and service of various products to assist the overall process. I consulted in the various accounts at both a senior and strategic level as I am seen by the industry as an expert in this field. I generally deal at a level of General Manager of the Personal bank or higher, is some cases at Managing Director level. I also regularly hosted overseas visits for senior executives to visit banks and branches to gauge the successes or otherwise of some of their strategies. I completed a two week tour of the USA with both the National and the ASB banks. In 2007 I grew the business 28% on revenue and 22% on profit. In 2008 I had a personal $7 million target and achieved it.

During this period I worked as the specialist sales person on Branch Automation in South East Asia. The key areas were Thailand, Malaysia, Philippines and in some cases China. I was responsible for the introduction and development of the concept of ‘Open Plan Banking” into these regions. I not only worked directly with the local banks but was also responsible for the sales and product training of either our own staff or those of agents depending on the local situation. I presented at many industry functions and conferences to a wide audience, in some cases the presentations were delivered via an interpreter.This part of the business now has strong representation in Thailand and Malaysia with local offices and agents in the Philippines.

I was the National Sales Manager during this time with responsibility for Australia and New Zealand. I had one sales person based in Sydney and during this time we grew the business significantly. My major account during this time was the ASB Bank in New Zealand, I formed a number of strategic relationships within the organisation at a senior level and convinced them to make the change to ‘Open Plan Banking”. They were the first in the region to do so. They have won the customer service award from 1998 to 2006 and in 2006 were the first bank in the region to win a Retailer award.

I was employed to set up the Melbourne office of the company and initially manage the National Australia Bank account. I established the offices immediately and in July 1992 we installed the first pilot branches of Teller Cash Dispensers at NAB. I was heavily involved in the integration of the cash dispenser software into the Teller system which finally resulted in a large order of machines. I currently manage all southern states and New Zealand. The product range included Teller Cash Dispensers, Sorters, Software, and any other De La Rue products that were applicable at the time. My accounts later included Banks, Credit Unions, Cash in Transit organisations, Retail and other companies. I gained a very strong understanding of the cash industry from many different aspects.

I was employed by Distributed Data Processing to set-up their Banking Division. This was a new area for DDP and was aimed at the Retail Banking marketplace. We had distribution agreements for the Network Controls International range of products , that allowed for the introduction of PC's into the IBM 4700 networks. I spent large amounts of time looking for other product opportunities in the 4700 Retail area and while we found some opportunities DDP was not in a position to fund any major development. The most significant sale of the NCI products was to St. George Building Society the total value of which was realised over the next few years.DDP also had the distribution for AME a tool for OS/2 development and so I then started to sell this product to the major banks for OS/2 development of their retail systems. The product was used by most of the banks in a variety of different areas the most significant being the development of a full retail system at the State Bank Of NSW. This was a pilot project that was due to be installed in a branch in November 1991. This was a joint project between Olivetti, DDP and the State Bank. I also worked closely with most of the other banks on their OS/2 projects both in retail and other areas.Due to the then current financial climate and a down turn in sales in all areas DDP was forced to close this Division. The potential for the division was good but the returns at that time were not large enough to sustain the high support costs of the products and the long sales lead times. A risk with all start up operations.

I joined the Focus Group as National Sales Manager for a small division called Productivity Software Resources that was selling the IBM product Applications Systems under a VAR agreement. Due to some management conflicts the division was sold to Paxus and I decided to stay at the Focus Group and manage the Sales and Senior Appointments Group. I managed a group of three consultants and two support staff. I left the Focus Group when the company changed it's name, was sold and appeared to be in financial trouble.