CFO, Head of Strategy, IT, Business Services & Procurement. BOOM is an ASX listed pubic company (BOL). BOOM is a leading full service lifting solutions business delivering large scale innovation across the Resources, Renewables, Infrastructure and Industrial markets. Dimensions: Revenue $250M. Employees 750Key Challenges• Led the updated Strategic direction of the Company resulting in 4 growth areas: ESG & People expertise; Sector-focused profitable growth; Asset regeneration & Labor proficiency; building Shareholder Value. • Successfully engaged with Board members, built strong relationships & gained their confidence, leverage their expertise, simplified & lifted transparency and created an Open culture.• Following years of under-investment, I introduced an IT Strategy that has led to the digital transformation across the group, from O365 to new ERP systems. Key Achievements > Given the Co’s recent performance history, I challenged each Business Unit & individual Depot’s performance, looking at long term strategic fit and / or opportunities for underlying improvement. This required difficult discussions and swift decisions to be implemented. The First half of FY24 has delivered a marked turnaround in most P&L, Working Capital and Cash KPI’s. > I successfully led the refinancing of the Co. with a Top Tier Bank (NAB) delivering $145M in new financing facilities, overcoming market perceptions about the Co. and saving $2M in Interest.> Working with the CEO I successfully engaged with Shareholders to achieve buy in for the Co’s strategic directions and growth opportunities. This included the introduction of the Share Buy-Back scheme.

DV is a large Property Development, Civic Infrastructure and Project Management company that delivers Precincts, Housing & large-scale Civic projects. Dimensions: Revenue $500M. Employees 300Key Challenges• Led the Acquisitions & Advisory team as well as Property Delivery team to deliver strategic direction, property development opportunities, building business cases for clients & managing long term investments. Delivered multiple DV strategies, including Property, Build to Rent & Housing Affordability Strategies.• Led DV’s Finance, Commercial, HR, IT, Facilities, OHS & Risk Management teams at a time of great change management. Lead DV’s 5-year Corporate Plan & Annual performance goals. Head of Investment Committee & ARC Committee. Key Achievements > Joining DV post restructure, I proactively built strategic clarity, trusted relationships & confidence across Board members, key Stakeholders and across the Business to drive a business turnaround, financially (15% ROACE), operationally (new systems) & culturally (90% engagement). Led IT Transformation. > Successfully led the Covid Taskforce response in 2020, providing clear communication and confidence to Board, Executive & all staff. Results: 10% increase in productivity & <5% staff turnover. As Chair of HSE Committee I led a step change in OHS culture & performance.

PPG is an S&P 500 listed Co with operations in over 60 countries. It is a leader in the manufacturing, wholesaling & retailing of Paints, Coatings & Chemicals. Dimensions: Revenue $500M. Employees 1,200Key Challenges• As a Board member and reporting to ANZ Managing Director & the Asia Pacific CFO, I was accountable for delivering operational excellence throughout Finance & IT, plus Commercial support across 7 diverse business units & managing relationships across 7 global matrix bodies.• Led the Distribution & Transport team in a complex unionized manufacturing environment, during a period of low morale & operational supply issues, renegotiating several key freight & warehouse contracts, while ensuring delivery of customer orders within two days. Achieved Just-in-Time inventory delivery of 98%.Key Achievements> Partnering across the LT, I helped deliver 30% growth in EBIT over 3 years, primarily via margin management growth, rigorous cost discipline (streamlining purchasing function, product lines & improved customer service) & collaboration across all 7 Business Units. > Revitalized the Finance team by investing in people’s development & skills. Broke down silos & barriers by changing the office environment (e.g. Office renovation initiative), and increasing communication, morale & engagement, which all led to vastly improved service levels.

IPL is a Top 50 ASX-listed Co. with International operations. It manufactures & markets Fertilisers & Explosives to the Mining & Agricultural sectors. Dimensions: Revenue $1.2B. ANZ Staff 400.Key Challenges • Reporting to COO & Group CFO, I built up & successfully led a diverse Commercial Team of 50 staff, including Finance, Pricing & Stock Management, Customer Services, Business Systems, Strategy Development and Program Office in a difficult commodity trading environment. • Difficult supply chain processes relying on global manufacturing, forward buying of inputs, weather impacts, commodity price influences and highly volatile farmer demand behavior. Key Achievements> Partnering with the Leadership team I played a pivotal role in turning around a flagging business and doubling EBIT (+$55m), via a hands on approach across the operations, implementing centralized Pricing & Margin management & working closely with Sales & Supply trading teams.> A core member of the Leadership Team accountable for continuous business improvement initiatives, ensuring trading controls remained in place and introducing live Dashboard transparency & analytical analysis.

BP is a FTSE 100 global multinational manufacturing and marketing Petroleum Products. The Australian Retail business owns & operates 250 stores. Australian Dimensions: Revenue $2 Bill. Employees 500> I played a core role in the strategy development and implementing a large transformational change across the business. Threats, opportunities & operational activities were challenged leading to a quantum change in the business model, resulting in +$30m EBIT benefit p.a.

BP Europe consisted of Commercial & Wholesale sales & marketing of Petroleum products to 12 counties within Europe. Dimensions: $20 Bill. Employees 250> Working closely with the CEO & 12 Country BU Managers & their Finance teams across Europe to deliver all commercial reporting. Co-ordinated Country BU's & Trading Desk to deliver +$80m EBIT.

BP Germany consisted of 6 Business Units ranging from B2B; B2C & Wholesale selling & marketing various Petroleum products. Dimensions: Revenue $10 Bill. Employees 500> Successfully integrated a large M&A transaction of Six Business Units from Germany’s largest Oil Co (Veba-Aral) into BP plc. Led Six Finance teams to successfully integrate financial processes, business systems & implement process improvements. ROACE grew from 4% to 15% in 2 years.

> Key member of BP & Castrol M&A, amalgamating 2 diverse Accounting & Commercial units with broad reach & capabilities, while delivering the regulatory financial accounting requirements. Delivered new matrix performance culture through clear focus on KPI’s that drove the business to achieving its goals.