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Contemplating a career change, I decided I wanted to understand my own finances and to be able to assist others make wise, informed investment decisions to meet their retirement goals. Thus I decided to become a Financial Adviser. This role enables me to use my extensive financial and commercial experience along with successful study in passing Swinburne’s Graduate Diploma of Financial Planning and the ASIC Advisers exam. I have been fortunate to gain a position with Morgans Domain, a small practice specialising in SMSF’s, dedicated to providing excellent, tailored customer service through a team of experienced professionals backed by Morgans Financial Limited, Australia's largest national full-service retail stockbroking and wealth management network.

Earlier this year I had to put my father into aged care and navigate the complex processes involved. I then decided take ownership of my future and studying Financial Planning. My aim is to use this knowledge to help others by sharing my learnings. I believe understanding our financial opportunities will help provide confidence in meeting life’s future challenges.

Reporting and systems, processes and controls

Role is responsible for assuming leadership in providing advanced decision support, supply of useful information and advice to Country Business Line Leaders and their respective line management. Pursuing value creating business opportunities as front line commercial support and improving the sustainable competitive advantage of the organisation.

Role was responsible for National Supply Chain projects and commercial strategy Achievements in this role included: -- Created whitepapers on Supply Chain Efficiency which identified OEE as major opportunity. As a result, OEE improvement through continuous monitoring and reporting to identify best practice and opportunities. - Managed COG restatement project effectively implemented, communicated and updated across the business and systems enabling better strategic decision making - Developed Supply Chain Systems Roadmap which justified Paperless QC system automating the reporting of CCA manufacturing QC results. - CCA Superannuation Policy employee representative, KIVA charity organiser, Beacon Foundation Volunteer, CPA and CA Mentor.

Role was responsible for Commercial Management of Vic & Tas Supply ChainAchievements in this role included: -- Develop a strong team and culture. This included implementing the Navitas program of graduate trainees that enabled our skilled staff to focus on more value adding work.- Effective strategy tracking and KPI reporting. Regular automated recording of both financial and non-financial key indicators. Worked with the State Management team to develop the Ambassador program focused on delivering KPI’s.- Created Victorian Supply Chain Whitepaper using analytical rigor to clearly map out the priorities for resource allocation (capital & human) to deliver financial and KPI results for budget opportunities identifying savings and volume opportunities.- Develop visual reporting of our production efficiency enabling new insights to be developed improving OEE

Role was responsible for integration of SAP into the CCA Sales force reporting to the Australian Sales Director.Achievements in this role included: -- Successfully implemented SAP into SA/NT sales force whilst maintaining all service levels creating the template for future state roll outs.- Improved the design in collaboration with management IT to ensure improved customer service, pricing and promotions. Specific examples include keeping the ability for Sales Rep credits, keep same day deals, legal compliance and identifying true demand.- Working collaboratively with the Finance, Commerce, Call Centre, Distribution and Supply Chain and IT to get the best outcome for CCA.

Role was responsible for Managing the National Vending Team of 160 drivers and 37,000 Vending machines.Achievements in this role included: -- Improved revenue and EBIT for the Vending department from 2007-2009.- Created partnership model with the contractors that has created a new customer focused culture that has improved our Vending Customer service measure from 70% to 91%. By developing a new remuneration with the contractors that aligned the contractor’s remuneration and performance to CCA’s key performance indicators and customer service.- Continued to run and develop the business during a period a significant change of 60%+ contractor turn-over during the roll out of the new remuneration model.- Development of new reporting and management systems for Vending. This was based on developing KPI’s that identified key customer service metrics and inculcated these into the business.- Managed complex relations with aligned departments to ensure effective service from finance, security, strategic route planning, IT, Call Centre and Equipment Service teams.

Role was responsible for the Commercial Support of the Emerging Business team.Achievements in this role included: - - Provide financial management and strategic guidance to CCA’s Emerging Business (Hotels, Restaurants and Cafes, Health, Sport, Education and Vending) by utilising research and identified key areas of opportunity in the various channels.- Development of strategic business plans, KPI's and reporting, identifying the resources and structure required to deliver improved revenue and EBIT in each of the above channels.

Role was responsible for the Commercial Management of Victoria & Tasmania.Achievements in this role included: -- Developing a strong team and culture directly managed 9 professional staff, all a team leader status and above.- Delivery of sound business plans. Key indicators were within 0-5% of budget that had a stretch element. Effective strategy tracking and KPI reporting. Regular automated recording of both financial and non-financial key indicators. Received 80%+ customer satisfaction rating from key customers.- Lead the assessment of specific business opportunities, introducing rigor and discipline to the process, enhancing understanding of “total” system costs. This included identifying production practices that increased incidence of out of date stock, rationalizing product ranges, improving product forecasting through better identification of sales patterns of A,B & C class items. - Through analytical rigor, lead the setting of priorities for resource (capital) allocation. This included the justification of a major increase in Cold Drink capital to drive the highly profitable route market.

Secondment role responsible for CCA’s Sales accounting Finance function managing the pricing, rebates and customer master data for Australia. Achievements in this role included: -- Lead the Sales Accounting team 50 staff, individual performance plans were developed and agreed to & all team members had regular feedback via performance reviews- Ensured cross training in place so that all positions are backed up and knowledge shared.- Develop the staff’s understanding of the business so that they communicated effectively and provided effective customer service.- Attending and presenting to Management and Sales meetings and spend time in the market to get a working understanding of issues effecting Sales and Customer service.

The role of Business Systems Manager is to manage the local BIS department (made up of 12 staff) and ensure that the system users receive the best possible customer service and effective use of systems. The job is part of the Senior Executive team reporting directly to the General Manager of CCA Victoria / Tasmania. The role supports key users and users throughout Victoria and Tasmania in ensuring that systems are used efficiently and effectively. It also involves planning and implementation of new systems and procedures within HO guidelines

Wrote and helped develop Internal Audit Control Evaluations for CCA’s production & planning package (Raw and Packaging Materials, Finished Goods, Production Recording, Accounts Payable, Access, Production Planning and Forecasting). This included Post Implementation Reviews covering system implementation issues. Conducted audits in all major Australian Capital cities, Fiji, PNG, Surabaya, and Prague and N.Z. Audited the purchase and receipt of concentrate from CCSP.Oversaw the implementation of the ‘Infinity’ Treasury application and wrote the Internal Audit Treasury Control Evaluation which helped to develop a combined internal and external audit approach to Treasury. Performed three audits of the Treasury Department.

Started as a holiday secondment with Ernst and Whinney in Melbourne, then worked in Bristol and Glasgow in the UK. Started back in Melbourne in 1986, after a number of years devlopment and achieving my CA. Rsponsible for developing audit plans and conducting statutory audit reviews. As a manager with the ‘Audit and Information Systems Security and Control Division’ worked as part of a training team who provided on the job training in all aspects of general and application review work to the National Power Corporation in Manila, Philippines. Other overseas work experience includes the UK and Papua New Guinea. As a manager duties included the role of team planner and coordinator.