Responsible for a group of medium sixed Companies, helping them to:1. Manage cash flow2. Improve profit3. Tighten up internal controls4. Create reporting infrastructure to improve visibility5. Plan for an exit6. Manage risk7. (Re)design the business plan and create an implementation timetable8. Find investment/funding9. Become compliant10. Maximise tax efficiency11. Advise on outsourcing12. Manage the relationship with the bank

Responsible for success of Fleet Network by driving sales, providing leadership to staff and managing the day to day activities of the organisation. A key focus is to build the business through strategic planning and astute financial management.

Working with the CFO to identify, plan and monitor opportunities to improve the profitability of the organisation. Working with the General Managers and CEO to improve the management of projects as well as how the divisions work together. Management and reporting of cashfows of major tenders and projects in WA.

A member of the senior management team and accountable for the financial, commercial, legal and secretarial functions of the grain trading division. The position also involved managing the grain deilvered by growers into seasonal pools to maximise the value of the grain and to manage the risks associated with grain trading.

Following the merger of CBH and Grain Pool in 2002, Michael was appointed to manage the transition of marketing and trading and realise the benefits of the merged entities.The role reported directly to the General Manager and was a Senior Management position within the Group. Responsibilities included financial management of the division, which operated as a separate subsidiary company, as well as general commercial activities such as major customer negotiations and other legal contracts, including raising funds for grain purchases for A$2 billion.Key achievements included managing the opening of the Company’s representative offices in Hong Kong and Tokyo as well as travelling to various overseas destinations to meet customers and potential partners and promote the Groups growing business.During this period the company grew significantly from managing 1.5 million tonne per year to more than 5 million tonne as the industry de-regulated and subsequently turnover grew to over A$2 billion per annum.

Michael was appointed to the position of Company Secretary to the trading division of Grain Pool when de-regulation of the industry was first mooted. This was an autonomous role involving all aspects of the organisation, incorporating company secretarial roles of subsidiary companies and all Board Committees. As the trading division started, Michael was involved in the set up of the processes and procedures around trading and the financial reporting and analysis of the results.Responsibilities included acting as Company Secretary, the preparation of management and statutory accounts and developing and implementing strategic and operational plans.A major achievement during this period was to get through Parliament significant amendments to Grain Marketing Act in 1997 and 2002, the corporatisation of Grain Pool and the merger of Grain Pool and CBH, as well as the adoption of new Risk Management Policies and the success of the grain trading division.