Following a restructure at Boral, I returned to my former role as Group Financial Controller at Boral, albeit with a substantially different structure following the divestment of the North American and USG Boral JV businesses. Reporting into the CFO, and leading a team of 80, I have responsibility for external statutory accounting and leading the shared services function including Accounts Payable, Credit, Payroll, and Financial Accounting.

Following the sale of USG Boral, I returned to Sydney and rejoined Boral in a Strategy and Transformation role during a period of substantial change and challenge in the organisation. Reporting into the EGM - Strategy and the CFSO, key achievements included:• Managed and coordinated the organisational response to COVID-19• Led the implementation and alignment of a new organisational structure into various financial systems and processes• Led a Crisis Incident Response Team for a major payroll system failure• Explored options for the divestment of startup ventures

Following a successful career as Group Controller at Boral, I was promoted to Chief Financial Officer of USG Boral based in Singapore. USG Boral was a 50:50 stand-alone joint venture with Knauf / USG Corporation, a leading manufacturer and supplier of wall and ceiling solutions in 14 countries across Australia, Asia, and the Middle East.Reporting into the CEO, I was tasked with leading the financial operations of the joint venture, with functional responsibility for Group Reporting & FP&A, IT, Treasury, Tax, and Internal Audit, Leading a 120-FTE Finance and IT Team spread across multiple countries, I drove performance improvement, implemented responses to the COVID-19 pandemic, and managed shareholder expectations during a dynamic period of ownership which included the buyout from Knauf in 2021. Key achievements included:• Contributed to achieving an EBITDA multiple of 15.1x EBITDA as part of the buyout from Knauf, through facilitating sell-side due diligence; and presentation of financial results, recent initiatives undertaken to improve performance and the 5-year plan• Led the financial response to the COVID-19 pandemic, delivering improved EBIT of 6% and substantially improved cashflows despite 10% lower revenue through execution of a major cost reduction program and identification and execution on commercial opportunities• Restructuring of internal financing and legal entity ownership resulting in a $2m per annum cash saving, supporting improved NPAT of 22%• Executed a restructure of the Group Finance team, simplifying and focusing on core requirements and ensuring the team structure was aligned with the strategy of increasing business unit autonomy and ownership, delivering a 20% reduction in functional cost

I was headhunted from KPMG to join Boral in October 2014. Boral was an ASX 100 Industrial company with a market capitalisation of ~A$7 billion. Reporting into the CFO, I led a team of 8 and was a strategic and trusted advisor with the global finance team.• Participated in the preparation and review of the annual strategic planning, budget, and quarterly forecast processes, ensuring appropriate targets were set• Partnered with Group Strategy to successfully deliver key portfolio transformation acquisitions and divestments • Key technical accounting expert for the Group, partnering with business units and functions to identify and resolve issues, considering both the commercial impacts and technical requirements to drive appropriate outcomes• Led the preparation and review of all statutory and internal reporting including the Annual Financial Report, Remuneration Report, Appendix 4D / 4E releases, monthly CEO report and presentations, quarterly forecasts, and annual budget reporting packs• Partnered with Investor Relations in the preparation and review of ASX releases, including Investor / Analyst presentations, and Management Discussion & Analysis

The Committee is a group of Chartered Accountants helping to shape the role of Chartered Accountants in the NSW business community. The YCA Group is supported by CAANZ in the development of the Career Progression Series which was a group of events aimed at fostering young member’s professional development.

Over an eleven-year career starting as an undergraduate, I was promoted through several manager positions working and partnering with a wide range of clients, balancing audit and regulatory requirements with a passion for helping clients solve problems and improve financial reporting outcomes.At the time of leaving KPMG, I was the Senior Manager working directly with engagement partners responsible for a range of large ASX listed and global audit clients across Construction Materials, FMCG, Manufacturing, Utilities and Retail with combined revenues of A$9b.Key achievements included:• Led and co-ordinated global teams in Australia, USA, and Asia, successfully delivering high quality audit and assurance engagements on time and on budget• Prepared multiple financial reports for large public and private entities, ensuring adherence to IFRS and where required, US GAAP• Created and executed efficiency programs delivering a significant reduction in cost and improved audit quality• Member of Business Growth & Development Committee, responsible for fostering and encouraging a Business Development culture• Participant in the 2014 High Performers Program for employees rated as ‘Exceptional Performers’ in the annual performance assessment