Glenn Shepherd Email & Phone Number

National 360 is a market leader in the provision of allied health services on a national basis. With a large workforce of highly skilled clinicians, the product offering of the business includes occupational therapy, physiotherapy, speech pathology and behavioural support services. Working with clients of all ages and abilities, National 360 aims to support these individuals to achieve their goals and to maximise their independence via the consistent delivery of exceptional and timely clinical services.

Mount Waverley, Vic, Au

Sushi Sushi is Australia’s largest independent retailer of Japanese-inspired convenience food, with 140 stores nationally (company and franchise-owned), an annual turnover of approximately $150m and a national workforce of 1,000 employees. Reporting to the Chief Executive Officer (CEO), I was sought-out for this role to ultimately assist in transforming the business for sale. This initially required the identification and transformation of areas of inefficiency within the broad Finance function, including the introduction of previously-absent financial reporting (Budgets, Forecasts, monthly Profit & Loss reports, and Cash Flow forecasts), improvements to month-end reporting timelines (reduced from 20+ days to 7 days), an improvement of 25% in 90+ day debtor balances and a renewed focus on corporate governance (the implementation of policies and procedures). This was achieved in a 6-month period and in parallel to a 40% change in the composition and headcount of the Finance Department.The role then became fully responsible for all Finance and Tax elements of the business sale process to Private Equity (PE), including VDD preparation, data room management and the provision of trading updates.

Malvern East, Victoria, Au

Camp Australia is the largest commercial provider of after-school care education services in Australia, with an annual turnover of approximately $200m and a workforce of 3,500.During my tenure as CFO of Camp Australia, I managed the growth in the business from $25m in 2009 to its FY17 level of $200m, with a commensurate increase in EBITDA. Achieved through a combination of strategic transformation, aggressive organic growth, organisational discipline and recurring cost-control initiatives, my operationally-focused role allowed me to work closely with the Chief Executive Officer (CEO) across all business units, so as to successfully deliver increased shareholder value. This materialised in a $400m+ sale price that was obtained by the shareholders from Private Equity (PE) in December 2016.As Chief Financial Officer (CFO), I successfully implemented a number of corporate structure changes within Camp Australia, resulting in an improved risk and reporting profile. I was also part of a small Executive team that worked with McKinsey & Company Consultants on the development of improved product-pricing models.Across the duration of my employment with Camp Australia, I developed and maintained effective relationships with all key stakeholders including Directors, Advisors, Regulatory Authorities and Customers. This role also extended to include management of the new bank funding arrangements, post the sale of the business to private equity.Working closely with the Chief Executive Officer (CEO) in managing the sale of Camp Australia to private equity in December 2016, I was intrinsically involved in all aspects of the sale process. This included providing management presentations to Australian and Asian-based Private Equity and Banking entities and the preparation of various Due Diligence documents.

Westlink Consulting is a privately owned entity operating within the property sector, providing valuation and asset management services to a large client base.My role was responsible for the full Finance and Administrative functions of the business, including the provision of value-add financial, funding, risk and strategic advice to the Directors.Successfully implemented a material number of process and internal control measures, resulting in improvements in project profitability, stakeholder reporting and resource utilization.Worked closely with the Managing Director on the successful integration of 3 joint venture partnerships, including oversight on all initial legal processes and the subsequent management of post-integration financial and operational results.

Mount Waverley, Au

Guests Furniture Hire is the market leader in the provision of rental furnishing solutions to major builders and individual clients, also operating a chain of retail furniture outlets and a commercial sales division that services large scale development projects.A key member of the Executive Management team, I was involved in all aspects of strategic development and business planning, including the review of new business opportunities. During my tenure, I developed and introduced national operating procedures that resulted in material improvements in the organisation's working capital levels. Specific benefits were realized in the areas of customer cash collections, stock holdings, purchasing processes and creditor-payment terms, all achieved in a period of growing sales and improving customer-satisfaction levels.As Chief Financial Officer (CFO), I successfully led a whole-of-business review which resulted in the implementation of new revenue initiatives, identified cost savings and the renegotiation of commercial terms with suppliers and customers.I also developed business strategy and new opportunities into adjacent markets, providing both the financial modelling and strategic recommendations to the Chief Executive Officer (CEO) and Board.I coordinated the restructure of the entity's reporting processes and timelines, to more appropriately reflect key stakeholder needs. This was achieved after restructuring the Finance function, including both the headcount and composition.

Norths Leagues & Services Club is a gaming and entertainment group located in Brisbane, with an annual turnover in excess of $150m and a workforce of 700.Introduced and conducted a process of regular business reviews with Departmental Managers, focusing on core operational and financial performance results, with the findings being presented to the Board of Directors as part of the Board Agenda.Introduced improved internal stock control processes, resulting in a reduction of 15% in stock loss and obsolescence levels. This was further improved via the subsequent tendering, review and selection of a new Point of Sale system, the elements of which I managed directly.Key role in the preparation of the Strategic Business Plan, including responsibility for the review and recommendation on current and proposed future Revenue streams.Seconded to other Queensland-based gaming venues within the ownership group, with the directive to improve profitability, financial reporting and the quality of stakeholder engagement with the respective Boards of Directors.

Melbourne, Victoria, Au

Melbourne Storm Rugby League Club fields a team in the National Rugby League competition (NRL), and is now recognised as one of Australia’s most successful sporting organisations. Melbourne Storm were established in 1998 as a start-up franchise.The Chief Financial Officer (CFO) role reported directly to the Club's Executive Director and Board of Directors and was part of a small management team that was responsible for setting the Club's business strategy, including the exploration of new growth opportunities, improved brand recognition and its overall ongoing financial sustainability. Maintaining an operational focus across the key drivers of the business including sponsorship, corporate hospitality and match day events, I was also intrinsically involved in the negotiation of both player and major sponsor contracts. The broadening of the Chief Financial Officer (CFO) role was required following the resignation of the Club's former Chief Executive Officer (CEO), and was seamlessly managed until my resignation in 2005.Maintaining responsibility for the financial performance of the Club, I successfully implemented improved internal controls, resulting in material cost savings and a reduced reliance on external grant funding from both the sport's governing body (NRL) and the Club's part-owners (News Ltd). With a focus on improving transparency over the Club's financial performance, I also significantly amended its reporting, planning and budgeting processes to meet with News Ltd's standardized financial reporting requirements.

Bachelor Of Business In Accountancy, Accounting

Company Directors Course

Education record