During my time as Interim CFO, the CEO and I discovered a need to provide further support to the ELT to ensure the major transformation agenda was achieved. As a result, we created the ANZ Transformation Director role and extended my contract to May 2024.Key deliverables are: - Advisory partner to the ELT and inspire all business areas to encourage and embed change. - Improve business process/technology/ways of working. - Improve business efficiency/profitability/sustainability. - Make the organisation “fitter” to sustain the effort over the longer term. - Steer the strategic transformation programme, ensuring the full bottom-line target is delivered.

Nando’s is one of Australia’s favourite fast casual restaurants, with over 140 restaurants across Australia and New Zealand. Nando’s ANZ is part of the Global Nando’s business with a Group Head Office in the UK and heritage back to the private owners in South Africa.I was appointed the Interim CFO in mid-February 2023 to help support the finance team and ELT until thepermanent CFO arrived from the South African business. I was provided a week of handover from theoutgoing CFO, and the financial year ended at the end of February.Key achievements: - Led the finance team through a successful year-end close and audit process, meeting all internal andexternal deadlines and reducing the number of audit differences from prior years. - Supported the business to improve labour conversion and restaurant EBITDA flowthrough. - Provided greater financial awareness of the economic model of the business to the ELT through deeperinsights and coaching. - Increase eNPS within the finance team from 7.1/10 to 8.1/10 over the period. - Successfully handover the CFO role to the new CSFO with limited disruption to the business.

Playgro Group is a family-owned business operating for over 30 years and specialising in Infant Development Toys. They recently separated from their major shareholder and, as a result, had to establish their own financial, payroll, IT and HR processes.From April 2022, I provided consulting services to the Group to establish all the new processes, includingbeing the project lead on implementing NetSuite.Significant projects have been: - Assist in securing bank funding for the buyout of the major shareholder. - Prepare a 5-year strategic plan. - Transition payroll and HR services, including setting up a new incentive program and performancemanagement process. - Set up a new finance team, as the outgoing major shareholder performed this function. - Prepare new forecasting and reporting tools for the Sales team and Leadership team. - Advise on and establish best practices during the implementation of NetSuite

Voyager Group consisted of three individual operating companies, two in wholesale/retail women's fashion and one a market-leading FMCG company within the baby industry. Voyager Distributing Company was one of the group members where my role sat. On top of having a very successful wholesale business, it also provided all the shared services to the group. Shared services includedfinance, payroll, HR, IT, shipping and warehousing. - Appointed as the Group CFO, my area’s of responsibility included leading and managing the share service team and its functions, as well as providing strategic and commercial advice to the founding owners. - Following many years of disrupted leadership and a lack of investment in people development, processes and systems, I was tasked to bring the group companies up to modern standards. - Began the process of building a high-performing business ready to take on any new acquisitions that the broader Group was targeting. - Engaged during the Victorian COVID lockdown, I stabilised the teams, providing much-needed leadership and communication on the direction of the Group. - I appointed a CIO to assist with building the new IT strategy to take the Group forward. - Set down strategies to improve profitability across the Group, focusing on setting minimum targets for gross margins and reducing FTEs in overheads through natural attrition. - Reduced FTEs in AP from a team of 10 down to 7 by looking at betters ways to work. - Reduced FTEs in Payroll from a team of 4 down to 1.5 through a new system and more vital disciplines. - Successfully implemented a global price rise within a group company with the leadership team that helped offset rising costs in freight and material input prices. - Launched Google Workspace, new hardware, a modern payroll system and an invoice approval system. - Improved reporting to the Board through redesigned reports, insights and trends previously not seen within the group.

Master Builders Victoria (MBV), MBV is the leading voice in the building and construction industry. It represents approximately 6,500 members across the industry, including large and small builders and tradespeople across the domestic and commercial sectors. - Engaged on a contract basis as the Senior Finance Manager following the departure of their long-termincumbent and an external review by Deloitte on how to build a high-performing finance team. - Tasked with: Reducing month end to 3 days; implementation and operation of Microsoft Power BI;improvements in Aged Debtors by reducing overall debtor days and debtor balances past 90 days;increasing the accuracy level of accounts - to pass review the first time; process improvement anddevelopment of documentation for crucial finance processes such as preparation of the budget, boardreport (to include more visual representations and narratives about our immediate to long-term financialdirection) and month end reporting; and review of team resources and capability. - By the end of my three months in the role, all projects that had been tasked were well underway, and Icould hand over the progress to another capable finance professional.

Buzz is a global creative business that is the market leader in luxury onboard products for the Airline industry. Designing and sourcing products from all over the world and working with over 100 leading consumer brands, Buzz creates unforgettable experiences for airline customers.Clients included Delta Airlines, Emirates, Qatar, United Airlines, Qantas, Singapore and Air Canada.Brands included Alessi, Disney, Tumi, Acqua Di Parma, Georg Jensen and Billboard.They comprised a passionate team of 115 people across offices in Melbourne, Hong Kong, Shanghai and the US. They managed the entire product development process encompassing concept development, design, prototyping, manufacturing, testing and logistics. Buzz's design capabilities span Airline, FMCG, Health & Beauty, QSR and Retail industries.As the Group CFO, I led the entire Group's Finance and IT team and was an active member of the TravelLeadership Team. With $130 million in turnover before the pandemic, global clients and products sourced from China and India, Buzz was a high-energy, highly innovative and challenging business.Key achievements and projects were: - Redesign the business Profit and Loss and Balance Sheet to focus on critical financial KPIs. - Working with the Managing Director on divestment and acquisition opportunities. - Successfully led the tender process with financial institutions to raise $20M in debt to recapitalise thebalance sheet. - Setting up our Hong Kong company to achieve operational and commercial benefits for the group. - Commercially support the business in new tender opportunities and contract proposals. - Redesigned all the operational processes in the business and implemented new technologies that areplanned to save 10% on the group's employment costs.

Danone is a global multinational company with more than 100,000 employees across the globe. DanoneMurray Goulburn was a JV between Danone Asia and Murray Goulburn Cooperative Ltd, including a yoghurt processing factory, head office and commercial relationships in Australia, delivering an annual turnover of $75M. The business unit started a few months before I joined, and I was employee number 5. The first year was focused on building a business, including products, customers, suppliers, team members and a factory.Reporting to the General Manager, my key responsibilities and achievements were: - Leading the implementation of the ERP system, the first installation of OpenERP within Danone Groupe; - Establishing all business processes not only for finance but for HR, Payroll, IT and administration; - Worked with the Executive Team to ensure the business was ready for product launch in March 2011; - Built close relationships with both JV shareholders, set up processes, and produced reports andpresentations, ensuring compliance with Danone Groupe policy and Board Governance; - Established the weekly S&OP process and supported the development of the team to manage it; - Managed and Finalised all financial planning requirements; - Advised the GM on all corporate issues. Assisted with the management of Board meetings/requests. - Along with Finance, I formally assumed responsibility for Supply Chain. Responsibilities included: - Demand Planning Team Management, including Customer Service; - Production Planning Team Management, including factory scheduling and material procurement; - Warehouse and Logistics Management through our partnership with Murray Goulburn; - Inventory management for raw, packaging and finished goods; - Key relationships with our customer replenishment and logistic teams.

Consulted to George Weston Foods to improve their overall S&OP Process.

Responsible for co-ordinating all financial planning and reporting with the in the division. Also the divisional led from the weekly and monthly S&OP cycle.

In November 2007, the CFO of Don Smallgoods resigned and I was given the opportunity to be the Acting CFO while the recruitment process ran. This was during the period leading up to and including the acquisition of KR Castlemaine Foods in April 2008. Post the acquisition I was also made the Acting CFO of new division, Don KRC.As the Acting CFO I was responsible for all the financial functions of the division across 3 manufacturing sites and some 100 staff.

CFO during a time of significant growth and subsequently, after sale of business to Pepsico