Greenfields development of what is now the largest franchise in the Freeman Fox group nationally: licensed financial advice, stockbroking services, finance broking. Primary client base in NSW Hunter Region and North Coast, with clients also spread nationally.

Established a master franchise for Hunter and North Coast regions with Freeman Fox group.- Pioneered most growth initiatives which have been rolled out across the franchise network.- Now by far the largest and most profitable business in the network.CEO of Auscoal Superannuation Fund (2004/05):- Merged two industry super funds and a financial advisory business into a combined $3.6 billion organisation. Previous stakeholders had been unable to achieve this over five years.- Modernised investment strategy and service platform to improve member benefit in a "choice of super" environment. Auscoal's investment performance has since moved from bottom quartile to consistently second quartile in its sector nationally. - Responsibility for 60 staff in NSW and Queensland, 45,000 members.CEO of Newcastle Permanent Building Society (2002/03):- Largest building society in Australia, $4 billion in assets, but declining market share and poor returns.- Led a comprehensive change management exercise, encompassing cultural, strategic, operational and compliance overhaul of an outdated and moribund organisation.- In one year regained regional market leadership against the major banks in its core products. Average monthly mortgage and deposit volumes doubled. Total assets grew by $1 billion in that year.- Responsibility for 500 staff, 40 branches, 400,000 member accounts.

- Led a process that has turned a small school with financial and personnel difficulties into a K-12 college with high community profile, a multi-million dollar building programme, growth plans being fulfilled to 900 students, and establishment / consolidation of a high quality executive team.

Industry Superannuation / Pension Fund and financial advisory service for Australian coal industry workers. Merged Qld and NSW funds into a $3.2 billion institution, with approx. 45,000 members.

Organisational and cultural change focus to modernise organisation. Australia's largest building society (non-bank financial institution). Returned the business to leading regional market share against major banks, and record volumes of new business in core retail products.

- For seven years I was a member of the Executive Board of ING Bank in Australia.- In 2000-2002 led the conversion of an unprofitable, poorly performing mortgage banking business into the market leader of its type in Australia within 2.5 years. Assets increased seven-fold to $7 billion, annual profit grew from negative to $45 million and became the primary profit driver for the bank. Responsibility for 200 staff nationally and 30,000 clients.- Also spent a year at ING heading up strategy, planning and projects. I was seconded by global head office to work on acquisitions and turnaround strategies for the group in Korea, Canada, Malaysia and Greece, as well as strategic reviews in Australia.- Also developed a greenfields risk management framework and reengineered a finance company into the platform for the bank in Australia. The risk management model was adopted in the retail expansion of ING in several countries.

AIDC was a public-listed investment bank, 80% owned by the Federal Government, with significant operations in corporate finance, project and infrastructure finance, leasing and treasury. - In 1992 I joined AIDC as part of a small specialist team to work on business and property workout strategies with the group's debt and equity exposures. During this time I worked on rehabilitation strategies with various major companies and property development exposures around Australia. I achieved above-target recoveries, with successful results for each exposure portfolio, comprising more than $300 million in gross value.

Security Pacific Australia (SPAL) was one of Australia's leading merchant banks in the 1980's, a subsidiary of Security Pacific National Bank in the US. I held various senior roles in SME and corporate finance, and also had a two-year posting to head office in the US in the leadership role for Australian and NZ clients in the US. I also worked on a number of high-profile corporate workouts in Australia and the US