Group CFO also responsible for IT, PMO (Project Management Office), Branding and Communications

Responsible for Finance, Shared Services, Indirect Procurement, Risk, Compliance and Quality.Board and Committees:-Executive member of the Board.Executive member of the Risk and Audit Committee of the board.

A key member of the executive team and proactive partner to the CEO and Board (Private Equity Partners).Mandate was responsibility for the end to end finance function including Corporate, Commercial and Supply Chain across multiple sites, Information Technology and Insurance.CEO and Board remit was to establish a finance and an enterprise (shared services) services function including supporting processes and procedures, lead and guide the organisation through its first annual financial audit and preparation of statutory accounts, establish a solid FY21 budget and sound quarterly forecasting rhythm, transition all product costing from fully absorbed costing to standard variable costing by 1st July 2020, build a strong working relationship with the organisation's key debt provider Scottish Pacific, implement Dynamics 365 organisation wide by the end of September 2020, establish a organisation wide Insurance program and support the CEO and Board on all strategic, M&A and Debt raising activity. All aspects of the remit were delivered in full and on time.Board and Committees:-Executive member of the Board.Executive member of the Audit and Risk Committee of the board.

As a CFO with a strong track record of building high performing teams, extensive experience working in complex multi-site, multi-channel organisations, strong experience in ERP implementations, M&A and treasury, governance and transformational change coupled with the ability to build immediate credibility with senior stakeholders, MaxiTRANS sought my skills and experience as a high caliber female CFO in a very traditional male dominated industry at the executive level. The broad CFO mandate included end to end Finance across the entire group situated over multiple sites (Corporate, Manufacturing, Parts (Retail) and Services), Risk, Information Technology and Data Management Functions.The remit was to rebuild and reengage the finance function transitioning them from a support function to "value add" proactive business partners, partner with the company's debt providers and guide the organisation through its risk of default on its pressing leverage/covenant ratio's issues, introduce an organisation wide Risk methodology, model and develop a risk matrix that could be tabled at the Audit and Risk Committee, and oversee the post implementation stabilisation of the new ERP that went live 1 week before my commencement in the manufacturing division and oversee the implementation of the new ERP in the parts (retail) and services divisions. I also supported the executive team, Managing Director and Board with the delivery of its strategic and M&A agenda's.I left MaxiTrans in 2019 due to family reasons. Refer to extract from MaxiTRANS ASX Announcement dated 6th March 2019 "Josie De Martino is leaving MaxiTRANS to spend more time with her family. The Board of MaxiTRANS thanks Ms De Martino for her valued contribution during her time at MaxiTRANS."Board and Committees:-Executive member of the Board.Executive member of the Audit and Risk Committee of the board.

Board Member and Member of the Finance, Audit and Risk Committee

As a commercially astute and inspirational CFO , I was a key business partner to the CEO, Board and Audit and Risk Committee of the Board. Pivotal in shaping and executing the organisation's strategy and driving both organic and inorganic growth (M&A), cost savings and development opportunities. I was responsible for a broad mandate including Finance (Corporate, Commercial and Supply Chain), Information Technology, Human Resources, Payroll, Property, Risk and Insurance. Responsible for the Group Investor Relations and related ASX requirements. My remit from the CEO and Board was to transform the Finance, Information Technology, Payroll and Human Resources functions to be engaged, proactive and value adding business partners, revamp the board reports, and to support the executive team, CEO and Board with the delivery of its strategic and M&A agenda's . The remit was delivered in full and ahead of schedule.Board and Committees:-Executive member of the Board.Executive member of the Audit and Risk Committee of the board.

Annual Sales Turnover A$1.7BLed the design, implementation and embedded the local finance organisational restructure to enable Global centers of excellence across Record to Report, Financial Planning and Analysis, Tax, Treasury and Enterprise Services (Shared Services).Implementation of critical global technology enablers within finance to standardise and align local platforms to Global platforms, simplifying the Information Technology landscape.Streamlined enterprise wide business planning (budget and forecasting) processes, leading cross functional process optimisation and reengineering reviews.Design and implementation of an enterprise wide on line training tool to educate all employees on understanding the organisational key strategic financial metric of Return on Invested Capital (ROIC) and the levers that employees can pull to improve ROIC.

Annual Sales Turnover A$1.7BKey responsibilities:*Team of 6 direct reports and 55 indirect reports.*Record to Report (including all Management, Board and Statutory Reporting)*Financial Planning and Analysis (budgeting and forecasting including Integrated Sales and Operations Planning)*Tax*Treasury*Enterprise Services/Shared Services (encapsulating - Payables, Receivables, Payroll, Travel, Facilities, Property, Enterprise data management, Financial Systems and Interfaces, Claims, Fleet Management and Corporate Expense Cards)*Process Optimisation (Continuous Improvement)*Projects*Capital Expenditure Review*Finance Strategy*Senior Executive leader of the Simplot Australia Group Strategy development team*M&ACommittees*Executive member of the FX Committee*Executive member of the OH&S Committee*Executive member of the Audit and Risk Committee*Executive member of the Governance (Policy and Procedures) Committee*Executive member of the Managing Directors Awards CommitteeKey achievements:*Created Enterprise Service Function (Shared Services).*Centralisation of site based services into head office - Payroll, Accounts Payable and Claims.*Implementation of Blackline Reconciliation Software.*Implementation of a new budgeting, forecasting and reporting tool including the restructure of the General ledger (P&L and B/Sheet).*Established an enterprise wide Data Governance Framework.*Implementation of a Continuous improvement culture and methodology within finance.*Financial merger and integration of related entity with an annual turnover of approx. $500M

Annual Sales Turnover A$1.7BKey responsibilities:*5 direct reports (33 indirect reports) plus 7 Divisional Finance business partners (Supply, Retail, Food Service, Chilled Retail and Emerging Business, Business Development, Mr Chips and Top Cut) had a dotted reporting line into my General Manager Finance role.*Strategic and Operational financial governance and management including Tax, Treasury, Record to Report (all reporting Management, Board and Statutory), Financial Planning and Analysis, Payables, Receivables and Corporate Expense Cards.*Finance Strategy*Senior Executive leader of the Simplot Australia Group Strategy development team*M&ACommittees*Executive member of the FX Committee*Executive member of the OH&S Committee*Executive member of the Audit and Risk Committee*Executive member of the Governance (Policy and Procedures) CommitteeKey Achievements:*Implementation of JDE Financials, Procure to Pay and Sales and Distribution.*Implementation of Business Objects. *M&A including Integration - Top Cut, Mr Chips New Zealand, Nestle Pakenham Site.