Lou Krstevski, Fcpa, Fgia,Fcg,Gaicd, Mba, Pgdip, Bcom Email & Phone Number

Sydney, Nsw, Au

Australia

Project management of the voluntary deregistration and wind up of post-merger SME corporate subsidiaries ensuring an unqualified external audit, wind up tax return, final liquidation distribution dividend and ASIC lodgment of statutory financial reports and regulatory deregistration Form 610.• Lodged a favorable final wind-up tax return for the corporate administrator through a revision of the deductibility of redundancies which were initially assessed to be of a capital nature under Section 40-880 by challenging the associated assessable income to cover those deemed to be outgoing capital account items and assessing the income as not ordinary income or statutory income but a reimbursement of cost.• Prepared the fully franked final distribution dividends to shareholders post board resolution to ratify the dividend declarations under the revised company constitutions and compliance with S254T dividend preconditions.• Project managed with internal legal counsel, KPMG and EY the voluntary deregistration step plan ensuring key dates and objectives were in compliance with key ASIC and ATO regulatory guidelines for the effective voluntary deregistration of the entities and the lodgment of ASIC Form 610. The step plan ensured compliance the with voluntary deregistration criteria under ASIC Form 610 criteria and the company constitutions.• Project managed the external audit process with EY, ensuring an unqualified external audit opinion..• Prepared, monitored and assessed the internal project work plan with key executive staff.• Ensured the accurate and efficient final lodgment and cancellation of all final BAS and Payroll Tax Returns.• Presented the final board package with signed audit opinions, declarations and representation letters to the board of directors.• Prepared the remaining deregistration process and deregistering ACN, ABN, TFN, AFSL and GST obligations.• Supervised the decommissioning of programs and the archiving of financial information.

Melbourne, Victoria, Australia

CPA Australia Centre of Excellence, Policy and Advocacy on retirement savings, superannuation, self-managed superannuation funds and financial services which involves managing strategic responses to issues affecting members, the profession and the wider community.* Strategy and policy formulation for industry bodies, government and regulators such as APRA, ATO, Treasury and ASIC* Regulatory and Government policy consultations and submissions* Industry body consultationConsultations to date include but are not limited to:* Transfer planning in superannuation: proposed enhancements (APRA)* Prudential Standard SPS 530 Investment Governance in Superannuation (APRA)* Strengthening Financial Resilience in Superannuation (APRA)* Draft Taxation Ruling TR 2022/D3 – Income Tax: Pay As You Go withholding – who is an employee? (ATO)* 2023-24 Pre-Budget submissions (Treasury)* Access to offenders’ superannuation for victims and survivors of child sexual abuse (Treasury)* Non-arm’s length expense rules for superannuation funds (Treasury)* Senate Select Committee on the Cost of Living* Malaysian Pension Adequacy Roundtable (International)* Superannuation Performance Test Treatment of Faith-based Products (Treasury)* Remuneration reporting and disclosure requirements (APRA)* Review of the amendments to the Superannuation Guarantee (Administration) Act 1992 (APRA)* Operational risk management (APRA)* Consultation on APRA's Superannuation Data Transformation (APRA)* Direction for data collections (APRA)* Cost Recovery Implementation Statement: ASIC industry funding model (2021–22) (APRA)* SPS 310 Audit and Related Matters (APRA)* NALI/NALE and general expenditure (ATO)* Proposed Financial Institutions Supervisory Levies for 2022-23 (Treasury).* Quality of Advice Review (Treasury)* Crypto asset secondary service providers: Licensing and custody requirements (Treasury)* Strengthening crisis preparedness (APRA)

Sydney, New South Wales, Australia

BAC CFO Advisory Services was established in 2006 to provide value add advisory services partnering with boards and executives on operational and strategic projects within accounting, compliance and business services across various industries and business structures as an ABN registered entity. The most recent advisory role focused on the project management of the post-merger wind-up of the corporate administrator (SME and AFSL) and trustee in consultation with Hostplus, the Big 4 external audit (EY) and taxation (KPMG) firms and government regulators (ASIC and APRA) on behalf of the Hostplus board of directors providing services relating to external audit management, statutory reporting, taxation strategy, taxation lodgement, dividend strategies and deregistration. This project was successfully completed and delivered a substantial tax benefit of $1.5m back to members in the form of franked dividends.The services that are provided include:• Directorships and board advisory services, particularly in the relation to audit and risk committees, external audit, compliance and finance management and oversight.• Company secretarial, compliance and governance services and oversight for private and public companies and registered funds and trustees which require compliance with ASIC and APRA and the Corporations Act.• Fund accounting, superannuation and investment operations management and compliance.• Financial and management accounting services• Strategic tax planning and tax compliance.• Business services.• Regulatory reporting and compliance with APRA and ASIC• Trustee services• Corporate strategic planning and optimization of operations and costs.• Controllership

Sydney, Australia

Maritime Super -$7b (FUM), $300m (TO), 27K members, self administered.Maritime Financial Services Pty Limited - $20m (TO), superannuation administration, AFSL.Maritime Super Pty Ltd - Trustee, AFSL.Chief Financial Officer (Finance and Investment Operations) – 10 staff reports, 3 entities (Fund, Administrator and Trustee).Responsible to the board, audit committee, CEO and General Manager Investments. The role involves establishing and supporting business strategy through restructuring and project management across the business.• 2022 Merger with Hostplus due diligence, cost analysis, system upgrades• 2022 Setup of Trustee trading entity• 2021 $6 billion Joint Venture with Hostplus leveraging investment strategy scale.• Managed the merger of two funds ensuring a smooth transition of member, accounting, reserve and investment data. Consolidating service providers and outsourcing custody reducing costs. Cultural change, mentoring and multi skilling existing finance staff.• Outsourced the in-house custody and unit pricing to an external master custodian ensuring cost efficiencies, streamlined processes and reduced key person risk.• Implementation of new administration platform across the entity and ensuring compatibility with accounting platform. • Developed and implemented an APRA approved unit pricing checking system ensuring risk control and SLA monitoring.• Implementation of automated end to end systems allowing for online and paperless authorization across locations.• Implemented an automated reporting process for management and board level reports which reduced duplications, enhanced system automation, reduced outsourcing services, increased internal resource usage of fixed costs. • Enhanced process improvements with payroll, budgeting and credit management.• Insourcing of all taxation services to reduce cost and increase resource efficiencies and skills by taking a leading role and mentoring and upskilling the existing team.

Sydney, Australia

Publicis Groupe is a French multinational advertising and public relations company. One of the oldest and largest marketing and communications companies in the world, it is headquartered in Paris. Saatchi & Saatchi is a subsidiary of the Publicis Groupe with an annual turnover of $70m. The role of Finance Manager Australia directly managed 3 Accounting staff and indirectly 6 payables and receivables staff and was responsible to the CFO. The remit of the role was to manage the transition of the subsidiary accounting function to a shared service centre post-acquisition of the subsidiary by the Publicis Groupe and the transition from the existing accounting platform (Pegasus) to the global ERP platform (Hyperion).Corporate Strategy and Business Transformations:• Project managed the transition of the core in-house finance function to a shared services function within the consolidated group as part of Publicis Groupe merger and acquisition. The project ensured the efficient data migration from a local customised system to a global ERP (Hyperion). The success of the project was key to ensuring an efficient and streamlined corporate restructure with the goal of reducing overhead costs and standardising reporting to the global entity.• Project managed the implementation of the group accounting system to the international ERP platform which included key stakeholder management between technology staff, head office staff and finance.• Implemented tax risk management and insourced tax compliance which significantly reduced risk exposure to the ATO through the development of tax policies and procedures and compliance checklists and authorisations.• Enhanced daily cash flow management and forecasting which Improved working capital by implementing a revised cash flow template that standardised key outflows.• Managed the internal audit of assets and asset valuations increasing the current deducibility for tax purposes.

Sydney, Australia

Sodexo Australia Pty Limited is a foreign-owned, private company that derives its revenue from the provision of food and contract catering services and facilities management. The company employs approximately 4,110 staff across its operations in Australia and is administered by its head office in Melbourne, Victoria. Sodexo Australia is a wholly-owned subsidiary of the French-based business services company, Sodexo SA. The role was responsible directly to the Australian CFO and general managers of subsidiaries. The role was commercially focused and involved business consulting, management accounting and the establishment of new business ventures. The role was silo and not part of the core head office finance team.Corporate Strategy and Business Transformations:• Working capital management improvements by identifying inventory management at the site and working with management to improve the inventory system.• Managed the wind-up of the Flemington Races joint venture.• Managed the start-up of the Multi-Services joint venture by maintaining commercial relationships with key executives and stakeholders, implementing controls and procedures.• Reviewed and allocated controls and responsibilities between sites and head office creating a sense partnership and joint ownership of financial figures and improving staff efficiencies. Building working relationships with operational managers off-site.• Re-engineered department processes and improved staff efficiencies by ensuring the smooth transition of finance staff and functions from the sites to head office enabling the adequate distribution of core functions.• The successful transition of the payroll function to a national SAP platform.• In-house company tax consultant dealing with all federal and state taxes enhancing customer service to sites and reducing the groups risk exposure.• Enhanced the integrity of the asset register ($24 Million) by project managing its audit and ensuring new risk governance.

Sydney, Australia

United Underwriting Agencies Pty Ltd was established through venture capital as an outsourced underwriting corporate entity service provider of premium and claims administration insurance services to Allianz, QBE and AEI Insurance Brokers with an annual turnover of $80 million growing from 10 to 40 staff. The role of Finance and Operations Manager supervised cross functional teams of 40 direct and indirect reports consisting of finance, administration, technology, claims and underwriting. The role reported directly to the CEO, board of directors and venture capital partners monthly The role was broad and operational across the entire business growth cycle from inception to growth to acquisition.Corporate Strategy and Business Transformations:• Effectively implemented the corporate strategy as agreed by the venture partners from start-up developing accounting and operational procedures and controls and insourcing adequate accounting solutions ensuring financial and risk management through cost controls and cash flow management and the effective use of working capital and forecasting. Through effective cash flow management, forecasting and budgeting operating costs remained within set budgets and allowed for cash surpluses to be accumulated and reinvested.• Project managed the development of the custom underwriting database with venture partners and third party providers ensuring the integrity of reporting, reducing compliance costs, streamlined administration and enhanced resource allocation.• Established budgeting controls, accounting systems, financing arrangements, planning and analysis tools and a close strategic partnering with the CEO and board. A level of reporting and control was developed that allowed for increased transparency, timeliness and cost efficiency.• Established good governance practices and risk mitigation procedures for the venture partners and board of directors.

Graduate Company Directors Course - Gaicd, Graduate (Gaicd)

Associate (Aaicd)

Fellow - Fgia, Fcg, Fellow

Chartered Secretary

Fellow -Fcpa, Fellow (Fcpa)

Mid-Tier Company Cfo Mentoring Program, Mentoree, Graduate

CFO mentoring program

Cpa

Master Of Business Administration (Mba), Corporate Strategy And Planning

Graduate Diploma Of Applied Corporate Governance And Risk Management

Chartered Secretary

Bachelor Of Commerce, Accounting And Law