We are the only “enterprise” SMSF administration platform business in Australia.Being an enterprise administration business means owning our own software, our own workflow solution and processes, having our own client portal, and all linking end-to-end to the technology platform that we own and control. As an enterprise solution, with end-to-end technology and administration capability, we can integrate with client and supplier applications.SuperMate® is our own general ledger software, we own our workflow solution and processes, Data Hero® is our document automation solution, we have our own client portal, and all linking end-to-end to the technology platform that we own, control, and can scale.We are one of only three SMSF accounting software solutions in the market.We are the only accounting software provider to small APRA funds in the market.We offer enterprise-level information security with ISO 27001 and SOC 2 accreditation.We are an approved SuperStream and ATO Digital Service Provider participant.We are a business with deep technical in-house expertise to support the complex needs of SMSF.

My Accounts provides Australian small businesses with technology-enabled and reporting-focused book keeping services, to show business owners the numbers that matter.

Implemented new strategy with 5 key drivers – Firms,People,Focus,Financial and Community. Improved operating performance (Firm EBITA margin lifted from 12% to 22%), working capital discipline (lock-up reduced from 100 to 78 days), and repositioned the balance sheet from $25.9M in bank debt to $21.9M net cash. Led a cultural reset including new governance and oversight protocols and significant changes to the leadership team across all business units. NPAT improved from $0.9M (FY2017) to $7.4M (FY2021) and reported earnings per share improved from (0.10) cps to 4.75 cps.Envisioned and implemented new “Owner-Driver, Partner” (OD-P) operating model and service proposition for our partner firms. Resulted in same firm aggregate EBITA growing from $11.3M to $23.0M in 3 years. Made 22 new acquisitions/firm tuck-ins in the same period, consistently achieving circa 15% ROI (after tax) for shareholders.In late 2019 acquired Count from CBA with $11M gain on bargain purchase and $300M indemnity for certain conduct. Transformed the business model and economic engine of Count to a clean “user pay” fee for service professional services model that is profitable. Average Count firm revenue grew by 33%, introduced 95% more automation of variables in advice processes, and reduced the length of advice documents by 30%. and doubled overall adviser productivity. In 2 years, Count grew from 13,301 to 17,567 clients with 1/3 less advisers and doubled revenue per adviser in the network.Count was named in the 2021 CoreData Licensee Research as a potential licensee of choice by the greatest proportion of advisers considering switching to a new licensee. The NPS of the adviser network lifted from -29 (2019) to +14 (2021).Created new core-related business segment and the successful investment in outsourced service provider Wealth Axis and SMSF service provider Accurium. Partnered with Melbourne Business School and built a leadership development program for our people and firms.

Future2 is a charitable foundation established by the Financial Planning Association and targets more than 7,500 financial advice professionals who help raise funds, support local not-for-profits with grant applications and make donations supporting young Australians who are financially and socially disadvantaged, helping them to lead productive, fulfilling lives in the community.

Hood Sweeney grew from a team of 12 to a team of 110 with offices in Adelaide, Whyalla, Clare, and Kadina. Revenue grew from $2M to $25M. The firm was twice recognised in BRW as a national “top ten” fastest growing professional services firm and became the largest independent firm in South Australia with a national ranking of 30 in the AFR Top 100 listing.The growth of the firm saw the need to move from a traditional “partnership” model to a “corporate” model. Played a key role establishing a new governance structure and operating model. This change was supported by the implementation of a performance management framework across the business from Director/employee shareholder to all members of the team. These KPIs linked directly to the business plan and strategic drivers. A new HR framework was implemented that identified talent, developed high potential staff, and managed under-performance to build a high-performance team culture. These changes delivered high levels of staff engagement as evidenced through employee surveys and low staff turnover. A people development plan alongside a client service framework established a process for setting and embedding core values across the organisation and developed a strong client focussed culture – aligning shareholder and client interests.A dedicated business development team and framework was successfully built and resulted in new client segments, a disciplined approach to business development and a scalable client engagement framework – all leading to 20% year on year organic revenue growth.

The Financial Planning Association (FPA) represents the interests of the public and Australia’s professional community of financial advisers. The FPA provides services and support to over 12,000 members. The FPA has considerable influence on government and regulators and sets standards through a world-class Code of Professional Practice and is the certification body in Australia for certified financial planners.Developed new vision, purpose, and values for the FPA and oversaw the implementation of new three-year strategic plan, delivering significantly improved financial results moving from a loss to a $1.4m surplus in 2013. Turned around a declining membership and grew by 2,500 new members. Delivered a 40% year on year increase in enrolments for our Certified Financial Planner certification program. Built the Financial Planning Education Council with 17 Australian Universities, developed curriculum for Financial Planning degrees. Provided 20 scholarships to Australian Students studying Financial Planning worth a total of $300,000 per annum in external financial support. Achieved historic member vote at Extraordinary General Meeting – 94% “yes” vote of members to remove Institutional Members and have Individual Members only, moving the FPA from an industry body to a recognised professional association.On behalf of members, appeared as a witness before Senate Economics Committee Inquiry Corporations Law (FoFA) and PJC on Corporations and Financial Services (Inquiry into proposals to lift the professional, ethical and education standards in financial services).

Positions Held• 2013 - 2014 Chair - Professional Congress Committee • 2010 - 2014 Chair of Board• 2010 - 2014 Chair – Remuneration, Performance and Succession Committee• 2010 - 2012 Chair - Member Engagement Committee• 2009 - 2011 Chair - Committee responding to Ripoll Parliamentary Inquiry• 2008 - 2011 Chair - Professional Conduct Committee• 2008 - 2009 Chair - Remuneration and Conflicted Payment Policy Committee• 2005 - 2008 Chair - Board Professional Policy Committee

Financial Planning Standards Board (FPSB) is a non-profit association that manages, develops and operates certification, education and related programs for financial planning organisations so they may benefit the global community by establishing, upholding and promoting worldwide professional standards in financial planning. The FBSB supports 25 member countries representing over 150,000 Certified Financial Planners.