DCC Industry Group is more than just a conglomerate of services; it's a testament to the power of community, resilience, and purpose-driven entrepreneurship. Founded with a vision to make a meaningful difference in the lives of individuals and communities, DCC Industry Group emerged from humble beginnings rooted deeply in indigenous heritage.What we offerServices you will love across all of our companiesCompassionate SupportExperience unparalleled empathy and dedication from a team committed to your well-being. Our compassionate care sets the foundation for a supportive journey, ensuring you feel valued and understood.Highly Skilled StaffBenefit from the highest quality of service delivered by our expert team. With a passion for excellence and continuous professional development, we provide informed, effective support that truly makes a difference.Tailored ApproachAchieve your personal and professional goals with our customised services. Designed to adapt to your individual requirements, our approaches ensure a perfect fit for your path to independence and fulfillment.Professional DevelopmentOur services extend beyond immediate support, offering you chances to expand your skills, engage with the community, and embrace new challenges for a richer, more rewarding life.

Lead finance, insurance, investment and procurement strategy development and implementation, driving sustainable growth and profitability.Manage budgeting, monthly reports, rolling forecasts, and cash flow planning to ensure financial stability and alignment with organizational goals.Oversee payroll, including FBT, PAYG, and BAS compliance, ensuring accuracy and regulatory compliance.Implement internal controls to safeguard assets and mitigate risks, maintaining high levels of financial integrity.Spearhead IT setup and rollout initiatives, leveraging technology to enhance operational efficiency and effectiveness.Direct procurement and financial strategy, optimizing vendor relationships and reducing costs while maintaining quality standards.Serve as an executive team member, providing strategic guidance and contributing to overall business strategy.Lead a team of 4 direct reports and 9 indirect reports, fostering a culture of accountability and continuous improvement.Act as the leading Business Central Administrator, ensuring the effective utilization and optimization of the ERP system.Achievements@Restructured Finance team into an effective Agile Finance team, reducing End of Month processes from 12 days to 5 days.@Introduced and successfully rolled out Standard of Operations (POS) to improve the sustainability of HELP Enterprises.@Improved utilization of Microsoft Dynamics to nearly 100%, implementing Budgets, Rolling Forecast, Cash Flow Forecasting model, Bank recs, Balance Sheet recs, and Cost Allocation in MD NAV/Business Central.@Transformed the Finance team into a reliable Business Partner within HELP Enterprises, fostering collaboration and alignment with organisational goals.@Reduced Labour cost with around $250k and reduced single point of failure within our Finance Team.

Mater Hospital Brisbane provides a wide range of adult surgical, medical and cancer services to the public. Established to support the healthcare needs of the Brisbane community in 1911, the original hospital was replaced in 1981 and now features a 24 hour adult emergency department, intensive and coronary care, day surgery, day oncology and day respite, as well as busy medical, cancer and surgical units.

Cesco Australia is an integrated manufacturer of transit concrete mixers. The company also provides production integration solutions and hydraulic system services.

Overall responsibility for UQU finance & accounting, payroll insurance, procurement, IT & eSports strategy development and implementation, projects, including budgeting, monthly reports, rolling forecast, FBT, PAYG, BAS, internal controls, cash flow planning, IT setup and roll out, procurement and financial strategy. Executive team member.Achievements@Successfully improved IT department resulting in improvements in the quality and consistency of IT outcomes & IT controls for our H&L Point of sales - & Order online system Mr Yum.@Introduced and successfully rolled out Xero for 50 UQ Clubs & Societies.@Improved the approval process within UQU by less paper trail and more Cloud based as well as using web-based data management systems like Sharepoint and IntelliHR. @Upgraded Microsoft Dynamics NAV to cloud based Microsoft Business Central 2020 to increase organisational efficiency, accountability, transparency for UQU reporting.@Provided a strengths-based leadership approach to manage and track performance outcomes of a dedicated, high performing UQU IT and Finance team. @Negotiated with the University of Queensland management regarding UQU’s service agreement including the Student Services and Amenities Fee & grants UQU receives from the university resulting in a new License to Occupy for the 14 UQU outlets for six years.@Successfully developed the Finance, IT and Procurement strategy to be more agile, customer focus and utilise big data to support the Business Trading operations with their objectives.@Improved internal controls by establishing a transparent authorisation table and refining UQU internal audit processes with the UQU Corporate Governance model.@Developed a 3-quote procurement procedure that generated the UQU around $250,000 cost savings per year on the UQU purchases of $8 million per year on Hospitality and Food.

Goodstart believes children are central to everything we do. It’s a belief that’s driven us since 2009, when we purchased ABC Learning following its voluntary liquidation.Owned by four of Australia’s most trusted charitable organisations, The Benevolent Society, Mission Australia, the Brotherhood of St Laurence and Social Ventures Australia, Goodstart operates as a not-for-profit. This means all surplus generated is invested back into our early learning initiatives, for the benefit of every child.Every day, 13,000 Goodstart staff support over 61,000 families and the 73,000 children that attend our 641 childcare centres nationwide.www.goodstart.org.auManaged team of seven qualified accountants, responsible for delivering monthly reporting in SAP. Ensured accurate recording of costs and revenue, an efficient reporting cycle, cost control maintenance and timely reporting for senior managers. Maintained corporate reporting requirements for the day care centres nationwide. Oversaw the financial and administrative expectations of all internal stakeholders ensuring the provision of quality financial and administrative support.ACHIEVEMENTS @Successfully managed grant requests and acquittals for 645 centres, value $ 5 million.@Provided Dashboards for State Manager and overhead departments improving understanding of reported information and the reporting mechanisms.@Improved monthly financial closing processes and ensured compliancy with accounting standards.@Successfully managed and recovered the rates accruals of 645 premises which made actual rates cost more transparent >$1 million.@Increased efficient staff use of existing software tools for example in SAP HANA/R4 to improve productivity@Improved internal controls for FBT returns, in particular for company lease cars.

Responsible for overall group accounting and reporting for 2 Business Units of Drovers ID Australia. Accountable for budgeting and forecasting, consolidation and elimination, KPI’s/Dashboards, Payroll, HRM reports, including Hyperion HFM reporting and Cognos group consolidation, Tax, Treasury, bank and balance sheets reconciliation. Cash flow planning and forecasting, procurement, GST/BAS lodgements and statutory GAAP reporting for Drovers ID Australia entity. Created monthly and quarterly internal reporting packs for the board of directors and the executive board of Smartrac Group in Germany. 2iC of Drovers ID and change manager for several Six Sigma projects within Drovers ID AUS. Microsoft Dynamics GP 2009 Administrator for Drovers ID AUS and acted as the help desk for end users MD NAV.www.drovers.com.au

In addition to the local responsibilities running the Australian business (Drovers ID AUS), Marvin took on responsibility to handle commercial and financial matters for the whole global Animal ID business dealing with corporate headquarters (Smartrac).@Received award from shareholder Smartrac for setting up a smooth and efficient month end closing process that was incorporated in NEN ISO 9001 Quality Management System. @Lean up (Six Sigma) and improved AS/NZS ISO 9001-2008 Quality Management System processes which led to zero non-compliances for Drovers ID Australia and implemented a business continuity plan and IT recovery plan. @In conjunction with General Manager increased revenue by 50% in 2 years, by setting up a new business model in the Live Stock ID market in Australia.@Provided transparent Sales Scorecards for Group directors for monthly business review. @Introduced an effective quality inventory control system in MD NAV/AX2012 for Drovers ID, based on lean up Supply Chain processes and implemented kitting Granule in MD Navision.@Redesigned and improved Investment strategy, proposals and monitoring investments for seven legal entities. Successfully met Group Management Performance Indicators for Dalton Group on weekly and monthly basis. @Successfully rolled out global cost allocations for cost centres, transfer pricing and improved internal management, cybernetic control system and procurement processes of Dalton Group.@Improved Treasury program/policy for Drovers ID AUS and Dalton Group, and improved working capital by reducing and lean up inventory and cash flow position for Australia and Dalton Group. @Set up and maintained Global Internal Control processes of Dalton Group with Smartrac Internal Controls. www.smartrac-group.com

In conjunction with Managing Director of Drovers ID Australia. @Lean up manufacturing process (Six Sigma) which led to the reduction of yield, improved quality of the products, improved the productivity of manufacturing and Customer Satisfaction.@Lean up (Six Sigma) and improved AS/NZS ISO 9001-2008 Quality Management System processes which led to zero non-compliances for Drovers ID Australia. @Increased revenues with 50% in 24 months.@Setup an effective and professional back office for Drovers ID Australia. @Improved Cash flow position for Drovers ID Australia.@Achieved in conjunction with a third party IT supplier to setup a reliable and consistent IT infrastructure at Drovers ID Australia.

Managed and led a team of five finance professionals which provided balance sheets, bank reconciliation and Profit and Loss for the management team. Responsible for implementation and monitoring of Procurement finance strategy with monthly review with board of directors. Managed lease contracts of 6,250 busses, taxis & 8 Light rail trains. Ensured compliance in purchase polices within procurement and real estate. Discussed and reviewed on quarterly basis our Enterprise Risk Management reports with board of directors. Prepared and executed the internal audit for my division. @Managed the rolling stock lease contracts of 9,250 vehicles for Connexxion Holding.@Acted as a risk manager for procurement and real estate, manager of finance and control team and advisor to the board of directors for real estate planning and control processes.@Developed, implemented and monitored procurement financial strategies in conjunction with the executive board.@Handled a variety of financial and accounting management functions.@Provided reports for the cost reduction program for the board of directors.@Integrated the Management Information System with Transdev Paris.@Ensure compliance to purchase policies within procurement and real estate departments.@Oversaw tax planning, including property tax, income tax, energy tax and value added tax.@Created and rolled out corporate governance protocols for Connexxion/Transdev Group.@Negotiated and obtained external accountant approval on valuation for held for sale rolling stock.@Part of the Implementation team for P2P system managed finance and control system and SOX appliance.@Improved financial reporting and performance reports generation for purchase department.

Oversaw financial and management accounting for nine Public Transport concession contracts, including balance sheet, profit and loss, cash flow, and CAPEX analysis and proposals. Worked with the commercial director on current and new bus, trolley and train contracts, representing a total value of $250 million. As a tender controller of South-East region of the Netherlands, ensured that tender calculation was correct and risks were defined before Connexxion provided a bid. Supervised various improvement projects, including public transport smartcard rollout, maintenance trains contracts and Train and Trolley Infrastructure contracts for Connexxion.@Developed and rolled out multi-year train and bus division plans for the board of directors.@Acted as project manager for new bus and train contracts, risk manager and advisor for train division and scorekeeper for the public transport board of directors.@Oversaw financially and management accounting, including processing periodic financial closings, balance sheets, cash flow, CAPEX analysis, profit and loss and consolidations.@Successfully supported Business Managers with eight bus and train contracts of a total value of $200 million.@Managed train contracts in northeast Netherlands and southwest Germany.@Effectively (re)negotiated with the Dutch Government regarding train contracts.@Created new Tender KPI scorecards for Connexxion.@Directly supervised various key projects, revision of GL and AR accounts, implementation of ERP dashboard for Connexxion and several infrastructure projects for Bus and Train division.@Proposed and implemented cost reduction programs of approximately $700k per year.@Maintained planning and control cycles for the train division.@Monitored and reported infrastructure project performance for the public transport division.@Completed unbundling of PT contracts so as to provide extra revenue of several million $ for Connexxion.

Volunteer work for the SPD association.BSPD SecretarySupported the SPD association with the roll out of a new strategy for SPD members. Negotiated with Universities and Minister of Education about SPD Program/subjects.

Implemented and evaluated multi-year plans for North America and Northern Europe regions, and the Atradius holding group. Compiled balance sheet and profit and loss statements for all American and Northern Europe subsidiaries for reporting to Board of Directors. Developed and monitored budget and forecasts for North America and North West Europe. HFM Administrator for Atradius Group Finance. @Improved relationship and trust between America subsidiaries and Atradius Headquarters.@Developed and improved significantly the Audit process for North America, UK and the Netherlands with both internal and external auditors.@Improved quarterly consolidation and elimination processes, and internal processes for US entities ensuring US GAAP and SOX compliance.

Ensuring accurate and timely month end closing processes, Month end reconciliations, site audits, assist with the preparation of budgets and forecasts, contract compliance and reporting, assisting internal and external stakeholders, SAP End User Tester for roll out of SAP R/3 at Compass.

@Directly managed the finance and control team.@Diligently prepared monthly financial figures and budget, forecast figures for division@Advised the management board regarding prudential conduct policies.@Compiled balance sheets, profit and loss accounts and financial statements on a monthly, quarterly and annual basis.@Prepared and reviewed of financial statements and reports in conjunction with external auditors.@Outsourced and restructured the finance department of Delta Lloyd Technical Insurance.@Streamlined and improved processes for quarterly and annual closures as well as set up IFRS impact analyses.

Diligently prepared monthly financial figures and forecast figures for the division. Prepared and reviewed financial statements and reports in conjunction with external Auditors. Responsible for IFRS and US GAAP first time adoption for Life & General Insurance contracts and comply with financial closing requirements of Delta Lloyd Group. Part of the Finance & Control department. Intercompany reconciliation and reporting to DNB Bank and Insurance ChamberKey Account Manager for Delta Lloyd NonLife managers and Directors