Member of the senior management team with manufacturing of Franna articulated cranes in Brisbane, as well as importation and direct sales to end users across Australia, New Zealand and PNG of Terex Tower and Rough Terrain cranes.I provide financial support to all areas of the ANZ business including sales analysis and pricing, budget preparation and support to budget holders across maintenance, parts, manufacturing, purchasing, engineering and corporate functions. I am involved in operational process design and review across the business, and assist with ensuring the integrity of the control environment, including undertaking reviews in line with Sarbanes Oxley requirements imposed by our US parent company.I am responsibility for preparation and analysis of monthly, quarterly and annual management reporting as well as working with operational teams to provide insight, explain results and coordinate business plans.

Finance business partner/coach to twenty business managers. Providing daily support to help them maximise their teams' outputs including business planning, pricing support, project performance reviews and remedial actions. Subject matter expert for the in house project management software, delivering training, problem solving and developing dashboard outputs to guide the business.With 6 direct reports, the local finance team provides daily transactional support, as well as monthly analytical review, reconciliation and reporting covering over 1000 active jobs and 900 operational people with an annual turnover in excess of $200m.

Member of the leadership team as sole finance person for a facility doing non-homogenous manufacturing, design and stock control in SAP with standard costing. Turnover $80m+ per annum.In conjunction with the Operations Manager, I compiled the daily production plan and guided the stock holding policy, reducing working capital by over $5m. Together we also reviewed and compiled the business plan and amended the factory layout to improve efficiency.I was actively involved on the shop floor to drive out cost whilst keeping manufacturing variances to a minimum. I managed pricing for contracts based on LME commodity fluctuations, exchange rates and labour indices as well as advised the sales team on pricing strategy and profitability with a particular focus on ongoing stability of profit over multi-year agreements. In addition I managed the commercial team of 3 which was responsible for processing orders, term contract management and customer service.

In this temporary role I supported twenty IS project managers reviewing requirements for both implementation and recurrent funding. The overall aim being to ensure ongoing funding was in place for ongoing IS requirements. The sole clients were three major Queensland State Departments. Once clients approved the project there was only opportunity for major variations in scope, meaning short and long term funding were effectively locked in prior to the detailed design of deliverables.Along with performing a financial review of each proposal prior to release, I monitored standard charges for hardware and support then setup weekly reporting to track spend. This both monitored delivery performance and created a source of history which could be referred to for future proposals.

2IC in a finance team of eight, recruited just after the business changed ownership from being a two person partnership to being a wholly owned subsidiary of a listed entity.I was tasked with giving the new owner both visibility and understanding of key business drivers, ranging from customer sourcing to discounting penetration, prior to previous owners exiting the business as part of the acquisition plan. This required me to work closely with the marketing, telecommunications, website and call centre operational teams in addition to the Managing Director.As an active member of the management team, I ensured financial compliance and supported the tracking of both the short term pricing changes and medium term strategic plans.I developed the businesses first budget model, compiled with accountability for all operational budget holders.I worked with the in-house IS team to automate weekly reporting from the specialist insurance industry operating platform to the parent companies SAP system.I designed and developed the initial discounting model analysing 4 million car insurance quotations per month, initially in MS Access, then worked with both internal and external IS experts to migrate to IBM Cognos.I mentored an individual progressing through their professional studies.

I was a junior management accountant in a team of six whilst progressing through my professional accountancy studies. I was responsible for several management accounting processes and as my skills and knowledge increased I both improved existing and developed new output to add value to the operation.As the finance business partner to several profit centres, including an Australian design office supporting the RAAF in NSW, I guided budget holders through their results and assisted with all interactions they had with the finance team.I was part of the team that worked out how to modify the existing ERP system to bring it inline with a significant operational restructure, this included a complex internal recharge process, restructured P&L and the establishment of new KPIs to drive both performance and behaviour.I developed the companies first integrated budget model which required profit centre managers to submit their business plans for review and consolidation in to the overall company budget. This included both design and development of the financial model in addition to the process for submitting, reviewing and amending all in a controlled environment where changes where fully understood.