When the pen is mightier than the sword, and because stories and not data inspire people...

• Formal review of Business Plan, marketing function and sales function• Development of Marketing and Communications Plan

• National Responsibility for the Internal Sales Channel• Establishment and management of 14 external sales channels across 4 countries• Establishment and management of the marketing function

• National responsibility for Primary Sales Channel and the only Retention Channel • Management of Onshore and Offshore Teams (~140 staff)• Transformed an underperforming Sales team (99 in Melbourne and 40 in Mumbai) with a flat structure into a high performing and tiered sales group with record results across all key KPI’s including:• Conversion rates:o New Sales: 41% (66,000 sales per annum)o Retention: 85% (70,000 existing customer retains per annum)• Staff KPI’s:o Attrition: 34%o Unplanned leave: 8%o Employee engagement: 70%• Operating cost savings of $0.8M YOY• Stakeholder relationships (including the Executive Committee)

• National responsibility in a foundational role (across 450,000 customers)• Established and entrenched the Product Management function for a major energy retailer (residential and SME markets) covering:o product development (2 new products developed and launched)o lifecycle management (2 existing products retired)o portfolio performance (6 formal price reset projects over 3 years across VIC, NSW, QLD and SA, as well as 10+ different tactical offers in the market)o Stakeholder management and governance (the Executive Committee chaired by the CEO)o EBITDA growth (10%+ YOY)

• $39M Budget; 16 Key Stakeholders; 95,000 Business Customers• Established and entrenched a central marketing function across a major organisation and its $39M decentralised annual marketing spend (across 16 business units). The key planks of this transformational brief included:• Leading a formal Marketing Review covering 80+ marketing positions across 10 marketing/product group structures. The key deliverables of the Review included recommendations covering:o Structures o Strategy & Planningo Processes o Sales & Marketing Metrics Frameworkso Segmentation o Insights & Analytics Frameworkso Marketing supplier panels, relationships, governance and reviewo Marketing governance processes and regimes.• Delivering multi-million-dollar YOY marketing spend savings (reducing from $39M in 2006/07 to $21M in 2009/10) through standardisation, prioritisation, improved reporting and measurement, and the introduction of cross functional efficiencies. All with no negative impact on revenue and EBITDA outcomes.

• 13 Staff; $70M Revenue; $1.8M Budget • End to end Process• Grew a mature $70M revenue portfolio over a two-year period by an average of 5% per annum.• Designed, launched and managed the complete product range which included the annual program for: stamps, coins, collectibles, new products and special events, and covered:o 20+ stamp issueso 10+ coin issues (noting that Post is Australia’s largest collectible coin retailer)o 15+ licensing arrangements and product launches including Olympics, Disney, AFL, NRL, Commonwealth Games and movie franchises• Successfully managed relationships and SLA’s across key stakeholders such as:o Licensors (e.g. Olympics, Disney, Commonwealth Games, AFL, etc)o Collector organisations (e.g. Australian Philatelic Federation)o Philatelic traders (both local and overseas)o Supplierso The Royal Australian Mint and the Perth Minto Other postal organisationso Government stakeholderso Design studios• Implemented a new structure and subsequently led a team of 13 marketing professionals across the areas of Category, Content, Channel and Communications (successfully transitioning the entire team to the new structure).• Managed annual marketing plan and budget of $1.8M with marketing activities including: radio, press, direct mail campaigns, catalogues and public relations to support revenue growth initiatives.

• $90M Revenue; $2.1M Budget; 76 Major Customers• Grew a mature $90M revenue portfolio over a seven-year period by an average of 5% per annum.• Increased banking portfolio from 11 to 76 financial institutions. As part of this process:o Negotiated and finalised over 60 agreements with major corporations including: National Australia Bank, American Express, HSBC, Citibank and Commonwealth Bank.o Managed the implementation and connection of 60 new financial institutions to the Australia Post network.• Managed the provision of a suite of banking services (retail and business) and Money Transfer services (e.g. money orders, Western Union Money Transfers, etc) through a network of 1,000 corporate and 3,000 franchised outlets.• Developed, implemented and launched Australia Post’s Business Banking Service. As part of this process negotiated heavily with numerous stakeholders including senior management, licensee organisations and the staff union.• Managed annual marketing budget of $2.1M and marketing activities including: TV, radio, press and direct mail campaigns.• Represented Australia Post on the Australian Paper Clearance System Advisory Council (a forum regulating the cheque industry in Australia).