Helping businesses to "Provide the right knowledge where and when its needed with the benefit of Hindsite"

A member of the executive team and led the Finance efforts at Cogni to launch a Financial super-app that seeks to combine Banking and Commerce on a single application.Launched in March 2020 - and worked through additional funding rounds with investors and other stakeholders.

Working closely with the management team in a fast-scaling business to introduce and manage the right level of financial rigour, reporting, and funds management that would continue our high growth trajectory, sustainably. Managing the Finance Team of 9, we seek to provide the best possible service to the Board and the leaders of the business to set and meet the global financial directives of our worldwide entities to maximise growth while ensuring our compliance commitments are met. Key Achievements:- Transitioned the business from self-funding to accelerating growth through institutional debt and acquisitions across multiple markets;- Implemented a dynamic budgeting process with the Management Team to optimise spending, while maintaining 100% yoy growth, and payback periods of less than 8 months.

Built and led the Enterprise Sales and Service Delivery teams that provided the technical tools and consultant services to deliver value for Tanda's largest clients as well as seek out and win new business. We expanded our capabilities to provide and coordinate project and relationship management services for Tanda's enterprise-level clients from a large variety of verticals from Government, Logistics, Finance, Hospitality, Retail, Medical and Manufacturing across Asia, Europe and America.Key Achievements:- Created a global team that provided the fastest channel for growth in the business with 5 times growth in 2 years and expanding to 30% of total yearly revenue;- Coordinating the successful sale and delivery of software and consulting services to Domino's Australia, New Zealand, German, French and Dutch corporate and franchisees stores while being awarded Business Partner of the year.

Provided key input to the Operational Readiness team in developing the Coal IROC business case, operating model, training approach, FastValue Control Pilot as well as contributing to the broader project’s successful transition from SPS to DPS and Execution. Assisting in providing key stakeholder management of senior site leaders and Coal’s key Joint Venture Partners to contribute to project success.Led the team to develop the Operating Model that sought to create a Centre of Excellence which would deliver a continuously improving, safe and effective service to sites.

(Secondment) Notable Achievements: - Performed end-to-end analysis of processes, organisation design and system effectiveness across various BHPB Functions to diagnose functional and cross-functional business problems and identify improvement opportunities. - Provided strategic and high-level assistance to Group Functions to facilitate delivery and improve the minimum mandatory business performance requirements and controls necessary for the governance of BHPB to enhance overall effectiveness of the Group and its Operating Model. - Project managed a global consultation of the GGCS team (including the London office) to streamline decision making and improve governance within the BHP Secretariat.

A variety of roles as part of BHP and Mitsubishi Alliance’s Analysis and Improvement team that provided a multidisciplinary approach to monitoring, supporting and improving the end to end production process across its assets including the new 6 million tonne Daunia Met-Coal Mine. The team would work with operations and management to define operational objectives from mine to port and develop the strategy to meet them.Key Achievements:- Led a team of 11 in Fleet Management Specialist where we refocused the execution process and cross collaboration to better deliver productivity for the mine - Daunia site Lead for the McKinsey ‘Wave’ Continuous Improvement Program - which resulted in identifying and implementing $80million of improvement initiatives. - BHP Champion for several reporting system as well as the site’s fleet optimization and dispatch solution (MineStar). This included creating and leading the MineStar User Forum that resulted in better disseminating best practice and improved vendor tracking and resolution of issues by 60%.- Recognition awards for displaying exemplary BHP Charter Values; BHP designated ‘High Performance Employee’.Other skills: Contractor Management; 1SAP. LEAN site champion; Focused analytical, problem solving and modelling skills to optimise mine site operations; MineStar Fleet Management Specialist. Site Supervisor.

During my time at CBA I worked in the division that helps create and manage some of the bank’s wide-range of award-winning and innovative global trade-focused products and services provided to banking and institutional banking clients.Major pieces of work include:- Working in the Global Trade and Transaction business as well as in the internal Strategy (management consulting) team that provided recommendations on the global trade teams offshore and domestic expansion and operations. This included working in the Trade Finance team on the change management process.- Worked in the Transaction Banking of the banks major institutional clients includinging manage the unique banking needs of the bank's largest client: The Queensland State Governement.Other work included projects that cover the end-to-end product management lifecycle including:- Developing new products and improving existing product attributes.- Amending product features, including risk management tools, terms and limits.- Improving business processes and systems to increase our efficiency.- Ensuring we are compliant with regulatory provisions.