Peter Cunningham Email & Phone Number

Melbourne, Victoria, Australia

Melbourne CBD, Australia

• IFRS16 Property Transformation, Telstra
• Delivered opening transition journals to recognise Property Right of Use Assets (ROU) and Lease Liabilities (LL) for Telstra.
• Completed the business as usual (BAU) process to ensure the monthly IFRS16 Property processes are complete and accurate.
• Completed reconciliations of all balance sheet accounts.
• Recruited to the project as the subject matter lead across all IFRS16 Property discussions. Provided guidance to the Corporate Accounting team on critical issues.
• Prepared and completed all external audit IFRS16 requirements in line with Corporate Accounting instructions.

Melbourne CBD

• The Properties group is responsible for managing the accommodation portfolio for Telstra Corporation in Australia - yearly accommodation budget of approx. $660m.
• Attended weekly meetings with Director Properties to evaluate key indicators, including accommodation strategy requirements, revenue projections, and emerging opportunities based on property and market analysis.
• Worked closely with Telstra Property Director and service provider Jones Lang Lasalle (JLL) to prepare budgets and forecasts as required.
• Prepared month end, half year and full year P&L and Balance Sheet accounts including variance analysis and completing statutory accounting requirements.
• Undertake Business Case Financial Due Diligence, provide commercial and financial input to Business Case development.
• Liaised with developers on the build and installation of a software application solution to manage the accommodation space and charge out model thereby improving workpoint utilisation by 16%.

• The $32B IT Transformation Program: reduce the number of systems and platforms from 1250 to 350 and base new architecture around commercial off-the-shelf software.
• Co-ordinated the financial input into fortnightly Super Sessions with Director of IT and Program Managers. Resulted in better understanding of the progress of the Programs against financial and physical expectations.
• Undertook Financial Due Diligence on business cases to advance IT Transformation program, with a desired impact of being NPV positive and with realisable benefits.
• Introduced Dashboard reporting and Heatmaps, allowing Program Managers to track Programs against budgets and forecasts. This also allowed the Board to quickly assess progress of the IT Transformation against Nov 2005.
• Undertook three- and five-year budget planning exercises for the IT Transformation program.
• Managed a team of two staff, providing strong leadership, mentoring and empowering to allow staff members to grow into their positions.