I am a seasoned freelance consultant, specializing in driving change through Strategy, Transformation, M&A and Technology. I have delivered results in fast-paced Private Equity investments, start-ups, and complex blue-chip companies across multiple industries including Financial Services, Industrial B2B, FMCG and Logistics.

Creditorwatch is a commercial credit bureau and is owned by the ATI group. I was enlisted by the board to join the executive team to develop a strategy to grow the business and get it ready for an exit in 3- 4 years’ time.--------------------------Achievements:- Developed a 3yr customer and product strategy- Released two new products Apply Easy Essentials and Smart ID

A leader in the civil construction sector for over 20 years, Jaybro is a full-service supplier of consumables, safety, geosynthetic fabrics, temporary fencing and barriers. With offices and warehouses across Australia and New Zealand, Jaybro strives to provide its customers with industry-leading service, fast delivery, expert advice and quality products.My role was to drive EBITDA growth via strategic acquisitions and business improvement initiatives.--------------------------Achievements:- Completed 5 acquisitions (listed below) that added $120M of revenue, with post integration EBITDA of ~$23M- Completed the following integration activities; multiple warehouse consolidation, ERP system implementation, organisational restructure, supplier consolidation, pricing, CRM and BI implementation.- Jaybro Group was sold to Quadrant Private Equity in December 2021 for ~$650M

Pennae Group is a scale up investment fund which targets family owned businesses with EBITDA between $1M -$6M. Once acquired the growth of these businesses is accelerated by a range of business improving initiatives (know as the Pennae Way) and a series of targeted acquisitions. Pennae Group will typically hold businesses for up to 6 years and exit once they are achieving EBITDA of $10M or above. Pennae Group is funded by a single family office.My role at Pennae Group was to originate M&A deals and grow the construction portfolio.--------------------------Achievements:Portfolio Management www.orangehire.com.au (~EV $100M) - Recruited CEO and senior management team - Completed a 4 year Strategy in conjunction with new CEO - Implemented a duration-based pricing system that improved gross margin by 6.5%- Optimised the asset lifecycle model with 18% improvement on ROI- Implemented a new ERP, Salesforce CRM and Salesforce marketing cloud- Improved Portfolio EBITDA from $19M to $25M in 2 years M&A Activity- Developed a marketing process for ‘’Deal Flow’’ - Reviewed over 500 opportunities in 2 years - Completed 4 acquisitions - Setup 2 new investment platforms - Successful exit of Orange Hire ~$100M sale

The acquisition of Datalicious was completed in December 2017. Datalicious is a Marketing Analytics specialist which is complementary to Equifax Marketing Services. Datalicious had at the time 40 staff located in India, Australia and South East Asia. As Integration Manager my role was to:- Manage the Datalicious P&L- Productise Datalicious services and then distribute via Equifax- Integrate Datalicious into the Equifax Marketing Services team

An exciting new concept which aims to empower all Australians with the right information, tools and knowledge to get a better deal. Sign up today to get your free credit score and start the journey. www.getcreditscore.com.au--------------------------Achievements- Signed up over 1 Million members - Proved the business model and built up the business to a stage where it was acquired - Monetised the business – on the path for profitability - Developed a strong consumer Brand- Developed a media profile with several appearances on TV and Radio - Attracted & retained a strong team and built an attractive work place culture - Increased general public’s awareness of Credit Scores & ‘Credit Health’

The Supply Chain Integration projects goal is to establish an effective supply chain platform through standard systems, processes and foundation technology enabling future innovation and transformation across the CM&C division of Boral. --------------------------Achievements- Re-baselined and re-positioned the program of work with the business including resetting expectations of business benefits- Implemented the 1st phase (Regional Sites) of the program and transitioned the program from “Red” to “Green”- Set the scope and updated timelines for the 2nd phase of the program. (Metro Sites)The projects budget is $28M and utilises a range best of breed integrated technologies including Oracle, Command Apex & i360 fleet tracking. A total of 115 instances of legacy systems will be decommissioned as part of the program.

On completion of the CRM programme I was promoted to National Sales Effectiveness Manager. The role is responsible for bringing accountability, productivity and consistent process to the 320 sales people across the business. In this role I managed the Sales Effectiveness and Sales Support teams. (18 FTEs)--------------------------Achievements:- Sales team restructure - uniform roles & responsibilities- Sales Force Deployment processes - refreshed 6 monthly- Sales Territory Targets- Sales Incentives- A uniform national selling process called PREPARED- CERT IV Sales Training course based on the Coates Hire PREPARED Selling process- Sales Coaching & Assessment mobile App- An automated sales pipeline process utilising CRM & Cordell construction data- Coates Hire Cup - Sales Rep Leader board

In 2008 the two largest hire companies in Australia merged to become CoatesHire under the joint ownership of Seven West Group and the Carlyle Group.With the new private ownership structure a $37m transformation programme of work was initiated in 2010.My brief at Coates Hire in 2010 was to implement a business improvementprogramme focused on Sales Effectiveness. The Programme of work includedrolling out new Sales Processes, a CRM system and to develop an Emarketingcapability. The overall programme of work cost $6m over 3 years.--------------------------Achievements:- 400 seat MS Dynamics CRM Implementation- 98% end user adoption of the CRM- Mobile CRM module utilising IPhone's & CWR Mobility- E-Marketing module utilising Click Dimensions- Contract & Project library extensions utilising SharePoint- Quote module utilising Experlogix - Configure Price Quote system- Customer Portal module utilising Sitecore with integration into CRM- Integration layer to Baseplan ERP system, Enterprise Data Warehouse & Coates Hire Intranet

Project RoaR (Roles and Responsibilities) was part of the ANZ REFORM Program, which was established in March 2009 to drive greater efficiencies in working practices and setup an operational platform to enable growth. RoaR is a significant part of REFORM and is the first step towards developing a new operating platform. -----------------------------------------Achievements:- Setup PMO & project controls- Implemented controls and governance for all data & numbers generated by the project.- Implemented a SharePoint site across the Institutional bank to aid communications and give greater visibility of the project.- After weekly Change Councils with the 5 key Stakeholders, project status changed to “Green” in April with the start of the Pilot.

Jeminex is a $600m mining and construction supply business. The business started in 2006 by AMP capital. From 2006 -2009 the business acquired 24 privately owned businesses. In the past 2 years Jeminex has concentrated efforts to integrate these businesses into 4 strategic business platforms each serving different needs in the construction & mining industries. Beaver Brands is the largest importing & manufacturing business in the Jeminex group and is the corner stone of the lifting & rigging platform. --------------------------Achievements:- Managed the integration of 3 businesses into the lifting & rigging ERP platform- Implemented a simpler pricing structure within the business.- Implemented a KPI & reporting system- Obtained a 30% cost reduction within the Supply Chain- Obtained a 50% increase in key logistic measures- Reduced Australian Freight costs from 5% over sales to 3% over sales- Reduce Supplier lead time for overseas products from 3.5 months to 1.5 months

Company Background Bestrane Group started in 2004. The company was founded to bridge the gap between management consultants & software vendors. The goal of the company is to provide innovative software enabled solutions. Each solution combined expert consulting IP with best of breed software. Bestrane Group owns the ANZ distribution rights for ALG, Descartes and Service Power software. Bestrane Group is a strategic implementation partner of Business Objects & SAP. Bestrane Services is the consultancy division of the Bestrane Group. As GM of services I was responsible for all consulting engagements. Key Responsibilities Sales & marketing Presales/ scoping for software & services projects Commercial contracts Key account management Principal consultant on major projects Vendor management Resource management (10 direct reports) Recruitment --------------------------Achievements Developed 6 Managed services, with a portfolio of 25 client sites. (Managed Service = Software enabled ongoing consulting service) Implemented Business Objects, SAP and Bestrane Group software at 20 sites across numerous industries including; FMCG, Banking, Insurance, Wealth Management, Distribution, Manufacturing and Government. Maintained key client relationships - Including presenting results of consulting engagements to the executive boards on numerous occasions. Expanded the companies foot print with major sales in WA, QLD and NZ Built the consulting practice up from 3 to 10 full time consultants Developed a successful employee recruitment and retention strategy. Developed an internal training and education programme

Company BackgroundFor 12 months I worked as a freelance consultant. In this time I contracted directly for clients and sub-contracted for consultancies and software vendors. Most of the work I performed was analytical or software related. Key ResponsibilitiesSalesFinancialsSource/ cleanse dataDesign solutionSolution deliveryClient managementProject management --------------------------AchievementsDeveloped Strategic Marketing Plan for large industrial supplier, the plan included Acquisition Modeling, New Product Feasibility Studies and Cost Saving Activities. The Project lasted 4 months. Successfully ran software testing for the Omniscope mail application. Successfully rolled out Omniscope to DeliotteImplemented a costing model for an industrial distribution companyImplemented a costing model for an office supply companyDesigned / Developed an online shopping cart businessDeveloped E-strategy for a mining company

Company BackgroundThe Commonwealth Bank embarked upon the CommSee project to set about its goals of excellence in customer service. The project the largest of its kind in Australia cost in excess of $250m. The project involved internal development of a front end customer facing system known as CommSee and a complete hardware overhaul of the banks hardware. CommSee was delivered to over 20,000 desktops across 1,600 sites nationally, training 23,000 staff across Australia. Key ResponsibilitiesProcess ImprovementProject ManagementBusiness AnalyticsApplication ManagementReporting --------------------------AchievementsDeveloped management processes and tools which were used throughout CommSee to aid in project delivery. Deployed document repository system across 300 stakeholders (Sharepoint) to be used throughout CommSee for greater transparency within the programme.Refined the change requirement process for version releasesManaged vendors customizations of software (Omniscope & Sharepoint)Developed an MS Access based email survey to survey 5000 branch membersRan quarterly surveys to different user groups within the bank to assess CommSee user "mood"Developed a monitoring & metrics dashboard to monitor the progress of the National Rollout of the CommSee software and the new infrastructure required to run CommSee