Greg Bridge Email & Phone Number

Sydney, Australia

Sutherland

Leadership of a team of approx. 80 permanent staff and a large number of casuals. Including ongoing improvements in staff moral and financial performance.Overall Operational Responsibility of the largest operating division of Youthworks with issues ranging from capital development, operational development and customer service delivery to schools, parishes and other customers.

 Oversight of Accounting Functions: Providing monthly financial and management reports including appropriate Board reports and attendance at Board meeting. Advise: Advising various levels of management on a daily basis regarding a wide range of business management issues including HR/IR, purchasing, WHS, IT, accounting, property maintenance and upkeep.  People Management and Leadership: Direct oversight of 7 accounting team staff and influence over all staff within the organisation. System Implementation: Oversight of the implementation of new accounting, payroll and database solutions to replace out dated and disjointed systems to provide improved information to a wider range of users.

 Financial Leadership: Provided financial leadership for 14 schools, 7 future sites and assets of $340 M through working closely with Board and Senior Executives. Board Reporting and Briefing: Responsible for the preparation of regular Board, Management and Financial Reports in addition to Briefing papers on both ad hoc and specific issues.  Financial Reporting: Coordinated Year End Financial Reporting deliverables whilst improving the quality of the preparation process of the Annual Financial Statements and Audit by increasing the scope, reliability and timeliness of Audit working papers.  Report Management: Improved credibility of accounting and management information reporting and processes through:-o the introduction of rigorous accounting procedures and controlso educating staff and userso improving the timeliness, relevance and creditability of management reporting including reduced the turnaround time for monthly reports from 6 weeks with high error rate to 10 days with minimal error rate. Organisational Review: Restructured the division and staff roles by reallocating responsibilities and introducing new technology to improve accounting systems. This resulted in more effective, reliable and influential reports during a time of continued financial growth, while also ensuring systems continue to be scalable. People Management and Leadership: Turned around inward looking team to become responsive, reliable and collaborative with a recognised reputation for timely and accurate information. During this period the team grew from 8 to 18. System Implementation: Recommended and oversaw the initial rollout and upgrade of a $1 M implementation of Microsoft Great Plains and associated software that resulted in more timely and accurate data, reducing report production from 6 weeks to 10 days). Treasury Management: Restructured borrowings to reduce interest costs resulting in a saving of up to $2M pa.

M. Bus (Acc), Accountancy

B. Comm, Accountancy

Education record