Fallon Solutions has traded for over 60 years and delivers 50,000 plus trade solutions annually to customers in South East Qld. The company employs almost 200 permanent staff to deliver solutions using 120 service vehicles. We provide a wide range of trade services including electrical, plumbing, air conditioning, solar, security, appliance repairs carpentry and all that these trades encompass. As well as breakdown and service work, we complete a number of larger projects to carefully chosen customers each year. Our current service area is from Noosa Heads to Tweed Heads and out to Ipswich. Since purchasing the business in 2005, we have made many changes to Fallon Solution’s business structure that has resulted in a 2500% increase in revenue. Our business model, vision statement and core values are the foundation of the growth that we have achieved. Our strategy has differentiated us as one of the highest quality service companies in Australia. The implementation of the business model, and other processes within the company, strengthens its 60 year history and has secured the future of Fallon Solutions. As Managing Director, my objective is to ensure the continued success of Fallon Solutions while maintaining a balance between the needs of employees, customers and shareholders. My primary responsibilities include client retention, marketing and growth and strategy. Through the management team I am involved in ensuring consistent service delivery through excellent systems in a safe working environment.

I currently manage an agency to supply floorcoverings throughout Queensland. This involves selling and distrubuting over 100 lines to Bunnings stores from Cairns to Brisbane. A number of sales agents support me outside of Brisbane.

In 2003, BRW rates SSDS as the 7th largest Defence Contractor in Australia in dollar terms and largest in staff numbers. As General Manager, I reported to the Chairman of the Board. I was responsible for all operations as well as strategy. I was not responsible for bids and rebids. SSDS had a turnover of $150 million across 350 cost centres. SSDS provided services to 30 large defence bases and numerous remote sites.SSDS employed 3,000 staff across a diverse range of services. My engagement was to design and implement a change management plan to achieve a multi million dollar increase in profitability. The plan required submission of investment proposals to the board for significant outlays in staffing, infrastructure and IT and then successfully implementing the projects to the agreed results. Return on funds employed grew to 100% by 2004 and profitability increased by $5m through the period. The $40m hospitality business included full management of 75 defence messes, production of hundreds of thousands of in-flight meals, management of 10 cafeterias and tens of thousands of accommodation rooms.The security business employed 500 security guards controlling access to billions of dollars of defence assets, growing to 800 staff within 48 hours after September 11.Logistics support was provided to major operations in East Timor, Bali and Solomon Islands as well as numerous military training exercises througout Australia.Other tasks performed included management of 25 defence stores, fire services to ranges, bases and airports, control and maintenance of live firing ranges, estate management services including 500 cleaners, grounds miantenance, laundry and waste, pool and gym maintenance, fleet maintenance of 400 company and 1000 defence vehicles and management of a small military hospital.

Based in Derby in the UK, I was responsible for the development, population and testing of a financial model for a $250m per annum railway infrastructure maintenance tender. My responsibility was to undertake the risk and commercial analysis of the request for tender and proposed solution. I was also asked to provide support and training to the UK project manager in company tendering techniques and project management.I also produced an expression of interest document for a light rail project in Barcelona, Spain.

In this role I reported to the CEO - Serco Asia Pacific and was responsible for the general management of all non goverment contracts in Australia and New Zealand. This included contracts with BHP in Whyalla in South Australia, Yallourn Energy in Moe in Victoria, Caltex Refinery in Sydney, Westpac in Sydney, Fletcher Challenge in Auckland and Taupo, Methenex in New Plymouth New Zealand, Supply contracts across NZ and Supply West in Perth.This business employed 250 staff and was profitable.

In this position, I was responsible for all business development in Western Australia. I managed all tenders and was responsible for negotiating and implementing all new contracts. Post implementation I carried out reviews on the new projects to ensure that they were meeting or exceeding expectations. I maintained ongoing relationships with clients and potential clients.During this time I tendered for and won contracts with TransInfo and TransPerth for passenger information call centres. I won a contract with TransPerth for infrastructure maintenance. We won a contract with City West Water for Sewerage and Water Maintenance for one third of Melbourne. We also won a $40m per annum contract with Western Australia Building Management Authroity for maintenance of 60% of Perth's public buildings.I was successful in winning 5 of 7 tenders and implementing three of those contracts successfully, in full, on time and to specification. All contracts ran on or above budget.

Managing tender teams to deliver complex responses within tight timeframes and budgets.Ensuring new contracts are established in line with company philosophy.Driving innovation and formulating and implementing change management strategies. Leading contract negotiations. Managing implementation including purchae of millions of dollars of assets, recruitment of staff, lease and office fitouts, vehilce leasing and management of implentation teams and customer expectations.

In this temporary role, I was responsible for consolidation of the Asia Pacific Group Statutory Accounts, preparation of Australian Company Tax and Fringe Benefits Tax Returns, preparation of budgets and rolling quarterly forecasts as well as quarterly accounts. The role involved travel to New Zealand, Hong Kong and London to present budgets and results to Company Boards of Directors.

Reporting to the Managing Director Serco Asia Pacific, I was responsible for project management of complex multi-discipline teams responding to tenders including provision of the written technical and financial responses.

Reporting to the Finance Manager, I was responsible for pricing and commercial responses for tenders, preparation of FBT returns, maintenance of asset registers and other finance projects and I wrote and issued a company handbook on tender costing methodology for future bid accountants to follow.

In this role, I was working with two other entrepreneurs in a startup company, providing advertising into Taxis. After almost 12 months, we agreed that the business model did not work so we disbanded the business.

Tax returns and profit and loss for small businesses.

Whilst travelling overseas I completed two temporary assignments in London. My first role was a management accountant and the second role was special projects supervisor.

In this role I worked as an accountant in Private Business Services assisting companies with compliance returns and basic tax returns.

In this role I worked in producing company accountants and tax returns for a wide range of business including newsagents, trades companies, trucking companies, medical practices etc.

I held a position as accountant here whilst I was studying at University. I assisted in tax and compliance and completed some basic auditing