Reporting to the CFO of Aon Australia, my role has focused on partnering with several senior stakeholders across the National Corporate segment, the Papua New Guinea business, and the HIA Joint Venture. The latter requiring partnering with both internal stakeholders and independent/external Board of Directors.

I support the UK leadership team; providing strategic and financial advice, shaping forward looking guidance, and helping identify how to challenge the long term plans of the business.• Developed the business case which has delivered a transformation program that divested non-performing books of business, as well as collapsed two high-cost teams into one new location.• Through the transformation program; improved profit margin from -1% to +16%, and turned revenue growth from -5% to +6% year on year.• Delivery of analysis and insights to influence the business and drive financial performance• Driving business case development to support transformation and M&A projects

I partner with the Sales & Service divisional management team; providing financial leadership, advice and support to change initiatives and business case development.• Developed the business case to build a network of Audiologist-led hearing services; within 12 months securing a new revenue line worth $830K; driven from cross-sales campaigns • Led margin improvement initiatives in the Store Network that assessed existing footprint vs. catchment potential; closed/moved 12 stores, improving the cost base by $4.3M• Responsible for FP&A deliverables and management of two Financial Analysts; including leading revenue forecasting, annual budgeting for a $150M+ division, and the development of performance reporting

As part of a three-member Executive team; I report to the CEO, and partner the National Sales Manager in our goal to transform a start-up residential solar sales and installation business into a business ready for nation-wide growth.• Leadership of the operations team responsible for delivering client installations• Doubled installation volume; placing us with approximately 5% share of the VIC market, and increasing quarterly gross margin from 10% to 16%• Determining product pricing, margin growth, and the price elasticity of our overall offer• Increasing the effectiveness of lead generation and sales conversion• Driving the automation of operational processes

My role partnered with the business and Executive team to lead strategic projects including the development and delivery of business cases. This included the:• Development of distribution channel strategy, competitor analysis, and pricing strategy reviews• Development of financial models to assess: BAU operations, new business initiatives, and client pricing (client-level profitability)• Provision of commercial analysis and business case development for Executive-sponsored initiatives• Advising distribution channels on initiatives that drive profitable growth and improve client serviceI was responsible for the delivery of strategy reviews addressing product suite pricing decisions and competitor analysis, as well as business case development for new product launches.I have been responsible for partnering with Executive Managers during strategic planning process; budgeting, forecasting, and sales performance reporting. In addition, I supported project financial modelling, and built financial models used for pricing and profitability (implementing an activity-based costing (ABC) modelling, and value-based pricing models).

Consulting to a company operating in the print manufacturing industry.Implemented a business review addressing: an organisational restructure to reduce the business break-even point, role mapping and re-design, resource planning, the integration of separate production streams, and development of MI and performance reporting

Recruited on a fixed-term contract, I was Finance Partner to the Private Banking business (Coutts). I was responsible for automating monthly cost centre reporting, and building financial models capable of scenario modelling. I also supported the team by:• Developing business models for the forecasting of Savings Products margins, income, and balances• Acting as Finance representative to the business during the budgeting process; leading the management and improvement of the cost centre and performance reporting processes• Initiating cost-benefit analysis for the restructure of the Private Banking business

Recruited on a fixed-term contract, I supported the EMEA (Europe, Middle East, and Africa) Finance business with:• Expenditure analysis, budgeting, and forecasting: establishing appropriate processes, analysis, and controls• Accurate headcount controls and reporting; supporting resource planning

I supported the Product Manufacturing Operations business; planning business resourcing and taking responsibility for internal service level agreement negotiation and governance.This included: transferring the SLA model onto a custom platform used for expense (ABC) allocation, as well as achieving company-wide adoption of a framework for the SLA planning process.• Led budgeting and forecasting for the $109M PMO cost centre• Implementing an activity-based costing model for tracking SLA performance• Relationship management, negotiation, and governance of a $109M annual Product Manufacturing Operations SLA• Governance coordination and performance tracking of external service providers• Change management for the annual SLA strategic planning and budgeting process across the AMP Financial Services business (twelve SLAs, $261M)• Acting as the subject matter expert around service level agreement management; facilitating training sessions for the implementation and use of activity based costing software (Prodacapo)

I supported the Retail Banking Services business unit and led people engagement programs.This included the implementation an people engagement initiative to over 1,000 individual sites nationally• Development of people engagement and organisational culture projects; coordinating a $1.4M budget• Budgeting and financial modelling for organisation-wide projects (up to $25M), and analysis of HR metrics• Managing creative & marketing consultants on engagement projects developed for an audience of 20,000 employees