Michael Dalton Email & Phone Number

Randwick, Nsw, Au

One of the largest and most trusted kids' health charities in the country, Sydney Children’s Hospitals Foundation raises funds to help provide all children with access to the best possible healthcare, whenever and wherever they need it. Established in 1986, the Foundation has raised millions every year for the Sydney Children's Hospitals Network, a collective of two major children's hospitals, specialised care services and cutting edge paediatric research operating across NSW. With over 140 staff, over $100m was raised in FY24.

Sydney , Nsw, Au

The LBW (Learning for a Better World) Trust is a dynamic for-purpose organisation dedicated to levelling the playing field in education through innovative initiatives and targeted fundraising efforts.At The LBW Trust, we have established two fundraising committees: Women for Change and National Backyard Cricket. These committees drive support for two vital initiatives:1. Empowering Rural and Regional AustraliaThrough our fundraising efforts, we provide essential support to establish and enhance libraries in rural and regional areas of Australia. By fostering access to educational resources, we aim to empower local communities and bridge educational gaps.2. Transforming Lives in Cricket-Playing NationsOur fundraising initiatives are geared towards providing transformative educational opportunities for young individuals in countries where cricket is a prominent sport. Through strategic partnerships and targeted programs, we empower young men and women, unlocking their potential and paving the way for a brighter future.Website - http://www.lbwtrust.com.auHeadquarters - Sydney , NSWFounded 2006

Silverwater, New South Wales, Au

Cricket NSW is the peak body for the sport in NSW, from grassroots through to elite. It has 6 professional teams, including the Blues, Breakers and men’s and women’s Sixers and Thunder big bash teams. It is widely regarded as the most successful State, province or county in world cricket. In 2022, it opened what is regarded as the best cricket facility in the world. The turnover of Cricket NSW is in excess of $50m pa, with 170 staff and 400 casualsKey Responsibilities⎯ Leadership of Finance, Cricket Operations, Venue Management, Government Relations & Infrastructure, and Events teams⎯ Ensure quality turf training and match surfaces for all forms of elite Cricket in NSW, effective match operations⎯ Sponsor for the development of a world-class cricket centre of excellence, including sourcing funding, appointment of key consultants⎯ Manage and work with the sub-committee and Board on cricket centre progress, timelines, risks, costs, funding, design and recommendations ⎯ Operation and commercialisation of cricket centre ⎯ Led negotiations for major assets including short and long-term venue hire agreements and Cricket Australia (CA) fundingKey Achievements⎯ Re-built the Finances from $7m in Reserves and regular financial losses, to consistent surpluses and a Reserves balance of over $24m in 2024⎯ Key contributor to the revised strategic plan, including the transformation to a customer centric organisation, supported by infrastructure development, technology (data and digital), and our people⎯ Secured, developed and managed interim cricket facility ⎯ Led the site sourcing, funding, development and operation of a world-class centre of excellence project. A $60m centre for elite training and playing, as well as administration and community facilities. ⎯ Successful negotiation of key venue hire agreements at the SCG, Sydney Showgrounds Stadium, and regional venues for Women’s and Men’s Big Bash League content⎯ Secured a significant funding uplift from CA

Silverwater, New South Wales, Au

Key Responsibilities⎯ Leadership of the Finance team, as well as People & Culture, Administration and Events, Facilities & leases, Technology, Government Relations and State Infrastructure teams. ⎯ Financial leadership of the organisation, including cash flow, reporting, stewardship, financial performance analysis and benchmarking, budgeting, and procurement ⎯ Strategic planning, recommendation and implementation of business improvement initiatives, negotiation of key supply arrangements⎯ Management of the cost base of the group with the CEO and Executive⎯ Member of numerous Cricket NSW sub-committees and Australian Cricket Steering Committees ⎯ Company Secretary from February 2013, including Board minutes, constitutional change, ASIC dealings and other governance mattersKey Achievements⎯ Led the successful negotiation of a new financial model, resulting in a significant and ongoing uplift in funding for CNSW. Piloted with Cricket Australia, which created the benchmark for other member States to follow ⎯ Re-built the business services support functions to a modern, business partnering approach. This included the establishment of the People & Culture function, and the first State Government Relations & Infrastructure team⎯ As Steering Committee member, provided significant insights and experience for a new competition and digital experiences platform rolled out in 2022/23, catering for over 300,000 participants / 3,500 clubs in Australia ⎯ Led a key stream of the Australian Cricket One Team Project, which led to the establishment of a National Technology function, resulting in increased governance, lower costs and a significant cyber security uplift⎯ Successfully moved the Sydney Thunder from Stadium Australia to the Sydney Showgrounds, and created the first ever multi-year venue hire agreement for cricket at North Sydney Oval for elite women's content⎯ Developed the business case for the CNSW Foundation, which has since secured significant donations

Silverwater, New South Wales, Au

Helped guide the organisation through a significant period of change and disruption, including a new Chair and, ultimately a new CEO. Changes and recommendations implemented included a new financial model, new performance and remuneration system, Big Bash recommendations, revised Budget, establishment of a People & Culture function, and successful restructure of the Technology function

Sydney, Nsw, Au

Talent International is a privately owned, specialist IT contracting and recruitment organisation. Formed in Perth in 1995, the founder made a decision in 2007 to go national and strive to become the largest and most successful privately owned IT recruitment company in Australia. Turnover in 2006/07 was $48m, and grew to over $200m in 2010/11Key Responsibilities⎯ Financial leadership of the organisation, including cash flow, reporting, stewardship, financial performance analysis and benchmarking, economic analysis and lead indicators, budgeting, set up and management of Financing facilities ⎯ Strategic planning, and recommendation and implementation of business improvement initiatives, negotiation of key supply arrangements⎯ Creation of performance benchmarks and reporting against these performance targets⎯ Review and oversight of all legal agreements, Human Resource policies and initiatives, Technology planning, oversight and governance Key Achievements⎯ Led the relocation of the Finance function from Perth to Sydney, recruitment and retention of high performing team. Included the implementation of new front-to-back office systems, and technology governance and enhancements⎯ Led the company wide review of the cost base during the economic downturn (GFC), including procurement initiatives, saving over $1.6m p.a.⎯ Successfully developed and introduced a new pricing model to assess bid tender submissions for volume recruitment work, resulting in more effective and informed decision making⎯ Drove a key transformation project to enhance executive capability via coaching and the establishment of performance management initiatives, staff engagement and retention initiatives

Australia - China (Including Hk) - New Zealand - Singapore, Au

Hudson was part of the Hudson Highland Group (HHG), listed on the US NASDAQ. Formerly Morgan & Banks, Hudson provides temporary and contract personnel, permanent recruitment services and human resource consulting services. HHG employed over 3800 people in more than 20 countries across over 100 offices. The turnover of the Hudson Australia / New Zealand (A/NZ) business exceeded A$500m p.a.Key Responsibilities⎯ Leadership of the Australian and New Zealand Finance teams to ensure business outcomes are achieved⎯ Leader of the Commercial Management, Treasury, Taxation and Quality management (ISO9001) functions⎯ Manage reporting, forecasting, budgeting and business planning functions for the A/NZ businesses, including corporate reporting to the US (Nasdaq listed) ⎯ Provision of advice and information on the A/NZ business to the CEO/CFO, including key financials, economic activity and lead indicators, and cost base management Key Achievements⎯ Restructured the Finance team to be a business facing, efficient and effective function. From 130 down to 60 staff ⎯ Became the “go to person” and key contact for interpretation of financial results and forecasts, locally and in the US ⎯ Hudson support award winner, flown to San Diego with other annual award winners ⎯ Successfully renegotiated key supply contracts resulting in savings of over $1m p.a.⎯ Successfully developed and implemented a revised budget approach for the A/NZ business

Australia - China (Including Hk) - New Zealand - Singapore, Au

Key Responsibilities⎯ Reporting to the CFO A/NZ. A core Finance leadership role building on the previous role to include all aspects of the Finance function including a large Finance Operations team of over 100 across A/NZKey Achievements⎯ Successful Sponsorship of the regional Sarbanes Oxley risk project, with our region recognised as the global leader post-implementation⎯ Successful on time / below budget Sponsor for the implementation of Oracle for the A/NZ business ⎯ Successful on time / below budget Sponsor for the implementation of a new invoicing solution ⎯ Development of a new business case methodology for the assessment of real estate utilisation, which facilitated the successful relocation of the core business and Head Office in Sydney, saving over $10m

Australia - China (Including Hk) - New Zealand - Singapore, Au

Reported to the Group Controller, Asia Pacific. Successfully led 25 staff through a balance sheet transformation and improvement project, successful on budget and on time implementation of Oracle across A/NZ as process owner and sponsor, standardised and improved reporting across the A/NZ business, acquisition and divestment due diligence

Company Directors Course (Graduate)

General Management

Cpa, Post Graduate Qualification

Commerce (Part-Time), Accounting