Jeff Dennis Email & Phone Number

Steel Blue Oval, Old Perth Rd, Bassendean

The organisation is implementing a significant transformation from a traditional narrow focused football club to a broad community enabler. We've reset the club's purpose, vision and values and are developing a new business model creating new revenue streams. This new strategic direction will build relevance and financial sustainability. The club’s purpose is to build community and develop people. The vision is to be a well-connected and community-engaged football club which improves social outcomes and the sense of wellbeing within the wider Swans community.

Western Australia, Australia

Perth, Australia

This role included the following:- Actively identifying and advancing new land and built form development opportunities.- Undertaking or coordinating preparation of complex and detailed due diligence investigations for acquisition and development across land and built form developments. - Preparation of feasibility investigations, including financial modelling, market analysis, and cost planning to assess viability of projects. - Investigating and implementing alternative project delivery and partnering models- Developing mechanisms to monitor and evaluate the achievement of project objectives within approved project plans and determined timeframes.- Define and assess potential risks of proposals, and subsequently develop mitigation strategies.- Extensive stakeholder engagement including identifying new partners and enhancing existing relationships.- Engagement and management of appropriate consultant teams. - Participating in, and advising on business process design, implementation and enhancement; including workflow, document management, and performance measurement tools.

Perth, Australia

Green Planet Grass Pty Ltd is a leading supplier of artificial turf. It supplies and installs a wide range of the highest quality Australian made synthetic grass for landscape, sport and commercial applications. Its licensed installers use the most innovative industry approved installation techniques. Green Planet Franchising Pty Ltd commenced expanding the Green Planet Grass brand and business model throughout Australia with a franchising network.Green Planet Sport and Commercial Pty Ltd design, construct and/or install artificial turf cricket wickets, bowling greens, tennis courts, multipurpose courts, golf surfaces and football surfaces. It's also a licensed applicator of Rebound Ace acrylic sports surfaces.Hinto Pty Ltd created an online platform selling a range of turf related and unrelated products through a 3PL distribution network.I had oversight of all functions in all 4 companies including; company start-up, business strategy, financial management and reporting, human resource management, brand development and management, sales and marketing, government/builder and retail sales programs, product and system innovation, design and management, inventory and warehouse management, OS&H, and buying and purchasing.

Sydney, Australia

At the time the NBL included 13 teams in 3 countries (Australia, New Zealand and Singapore) on 2 continents. While I was responsible for all commercial operations and general management of the League, the primary role of my position was to facilitate structural and strategic reform to increase the League’s commercial value and relevance. I was also required to identify and increase the value of all the League’s commercial assets.I was the chief engineer responsible for achieving the following outcomes.- A comprehensive centralised licensing and merchandise program- A unified and centralised digital on-line network - A League marketing and communication strategy covering 3 countries and 2 continents to increase consumption of the NBL. - A global broadcast strategy to increase the NBL’s content value in the new 3 screen world - A comprehensive centralised League wide community program increasing club engagement with both the basketball and wider communities. - A new commercial partner program including broadcasters, sponsors and suppliers to drive revenue - Programs to build value and then exploit the rights of official NBL data/statistics and archivesI was also responsible for the following duties:• Introducing a new level of professionalism and discipline into the League. • Event management • Managing the NBL’s finances and administering its internal and external fiscal operations relative to annual audits, Board Meetings, ASIC reports and operating budget creation and management.• Human resource management of NBL staff• All NBL’s legal obligations• Media and communications • Commercial media • Marketing and strategy• Sourcing and servicing commercial partners

Perth, Australia

Allia Holdings Pty Ltd was a facility management company which had the naming rights, catering rights and management rights to Members Equity Stadium (now Optus Park) for a 20 year period commencing in 2004. At the time Members Equity Stadium was an 18,000 seat multi-purpose stadium and home to Perth Glory. It was valued at over $40 million. I was responsible for negotiating these rights with both local and state governments. I also played an integral role in the design and construction of the stadium meeting the needs of soccer and the wider sports and arts communities. This included a study trip to over 10 sporting stadiums around Australia.I was appointed to the position of CEO of Allia Holdings Pty Ltd, a subsidiary of Perth Glory, in May 2003. In this role I oversaw a management team responsible for all management functions of the stadium including sponsorship, sales and licensing, risk management, event management and business development. I worked closely with a number of venue users including concert promoters, sporting bodies and a wide variety of community based groups. I successfully sold the catering rights of Members Equity Stadium to Spotless Group Australia and the naming rights to the stadium to Members Equity.

Perth, Australia

Perth Glory through its performance on and off the field captured the imagination of the sporting public and became a blueprint for the renaissance of ‘new football’ in Australia. Perth Glory had been a marketing-driven exercise with a focus on developing a big brand image representing the rebirth of soccer in WA. We successfully created the perception that Perth Glory was a major contemporary Australian sporting club with mainstream support.I was responsible for the following duties reporting to the Board of Directors.• Management of all club operational departments including administration, finance, sales and marketing, public relations and football.• Financial reporting and analysis including management of an annual operational budget in excess of $10 million.• Business strategy and leadership planning.• Establishing strategic alliances with government and corporate bodies.• Overseeing all human resource issues including recruitment, training and staff development.• Facility and venue development.• Liaison with Football Federation Australia, the Australian governing body of soccer.In 2004 I played an integral role in developing an Initial Public Offering. I was on the Due Diligence committee and worked closely with Ernst & Young in producing a prospectus and preparing the company for listing on the ASX.In my time as Chief Executive Officer I initiated and successfully implemented a restructure of the administration of the club including the addition of 5 new positions representing 4 new functions. I was an integral part of the transition from ‘old soccer’ to ‘new football and the birth of Football Federation of Australia and the A-League.

Perth, Australia

Perth Glory became a phenomenon in sport across the country in its first 5 years. During my time at the club as Marketing Manager I was responsible for all sales and marketing activities and new business development. During this time there was exponential growth in all key revenue areas;• Corporate sponsorship increased by 700%• Membership increased from just over 1,000 in 1996/97 to over 9,000 in 2000/01, and• Gate attendance increased by 30% to over 16,000 per home game in 1998/99 compared to approximately 5,000 for the other teams in the competition. The club’s two home finals in the 1998/99 season were played to sold out crowds of over 53,000 supporters at the WACA and in front of live TV audiences of nearly 300,000 per game, and in 1999/00 to sold out record crowds of over 85,000 fans at Subiaco Oval and to a live TV audience of over 400,000I was responsible for the following duties:• Brand development, building and management. In 2000, Perth Glory was included in the top 10 most recognisable brands in Western Australia• Development of all corporate packages and establishing business partnerships • Membership and season ticket recruitment, renewals and servicing• New business development, including exploring opportunities to generate new revenue streams, increasing the fan base, and customer loyalty programs to increase the spend per customer.• Overseeing all match day operations • Creating and managing a ‘match day theatre’ • Special event management • Advertising management• Market research • On-line development and management• Database marketing • Merchandising, including licensing, managing and evaluating club licensees.• Negotiating and overseeing all commercial media agreements.

Master Of Business Administration (Mba)

Graduate Diploma Of Business, Marketing/Marketing Management, General

Bachelor Of Education (B.Ed.), Physical & Health Education

Diploma Of Teaching, Physical & Health Education