Peter Murphy Email & Phone Number

Auckland New Zealand

I am part of an international Group that offers part-time CFO services predominantly to the SME sector .

Auckland, New Zealand

Auckland, New Zealand

Responsible for Manufacturing, Warehousing and Logistics and Finance and Administration

Auckland New Zealand

Auckland, New Zealand

Auckland

My position involved to having responsibility for the Sales and Marketing, Warehousing and Logistics and a heavy involvement in Financial aspects of the business.In performing my duties I had extensive exposure to the FMCG markets dealing with companies such as The Warehouse, Briscoes, Mitre 10, Bunnings, Countdown and Foodstuffs.My tasks in the commercial area involved: costing, pricing and presentations to the customers. Overseeing the warehousing and freight (very expensive part of the plastics industry requiring continual re-quoting to find the most cost effective options)Financially I was involved daily in cash flow management, developing reports to monitor service to our customers (DIFOT), monitoring stock levels, forecasting required manufacturing volumes by SKU, factory performance analysis, daily sales updates by customers and industry sectors. I also developed an extensive reporting package for the monthly Financial Accounts and Annual accounts

Auckland, New Zealand

After the sale of my previous venture and with a life long fascination of automobiles and motor racing, I created Ecurie Lievre Ltd (Team Pace Setter - The Hare)It was a 'blue sky' venture in automotive retail, which after two acquisitions, became a very busy retail and automotive publishing business. So busy in fact that I was working 7 days a week overseeing the retail operations and finances, while writing most of the articles for 3 magazines. A great experience that became too much.

Auckland/Sydney

I was instrumental in negotiating a Management Buy Out of Carborundum Abrasives Ltd, which was a listed public company that had been placed in receivership (5 shareholders and Directors). We purchased the sand paper manufacturing business leaving behind the other activities of the business. A strategy was implemented to double the turnover and this was achieved by creating export markets in Australia, South East Asia and South Africa. This was achieved with a substantial increase in profitability.The increased turnover, found manufacturing resources at capacity. The cost of extending the facilities was unrealistic, so I negotiated a joint venture with Compagnie Saint Gobain, a large French conglomerate, which is the World's largest manufacturer of sand paper. We joined and rationalised our respective Australasian operations, with factory and warehouse closures and consolidations. Our 'Group' turnover was $100,000,000 (Inflation adjusted).After three years Saint Gobain purchased our shareholding through a Put and Call option to facilitate the inclusion of a new acquistion

Auckland

After the restructuring of the Onehunga Woolen Mills, I was transferred to Whitcoulls and given responsibility for three profit challenged printing and packaging factories. After investing in new equipment, increasing each factory's work flow efficiency, reviewing pricing and improving working capital management all three factories reported good levels of profit.After Whitcoull's manufacturing operations were 'sold' into a joint venture company (Printpac Corp) I was lured away by a former employer.

Auckland

This was a new position created to provide improved financial support for the General Manager and better financial management overall.Ostensibly the factory was operating profitably but on further analysis, I discovered that it was being supported by a government subsidy that was to last only another two years. This would then see the company incurring losses.I convinced the Board that we had to make significant changes to avoid that outcome.The factory was converted from a weaving operation into a carpet yarn producer and ultimately sold to a carpet manufacturer.

Auckland

I was originally employed as a cost accountant overseeing two factories.With the departure of one of the Branch Managers, I was appointed to that position while retaining my financial responsibilities. That factory had been inherently unprofitable but within one year I had it running at a profit for that year.With that success behind me I was promoted to the Head Office as National Cost Controller.A year later I was appointed Divisional Accountant for the Paperboard Division. Also assisted the R&D Division with financial advise.With only 3 people in the HO team, I was responsible for the accounting for and performance evaluation of 15 factories throughout NZ. The Division had a turnover in excess of $100,000,000 and made a pretax profit of $20,000,000.

Auckland, New Zealand

My first accounting position was as Assistant Accountant for Lion Breweries - Northern Region. I joined just prior to the preparation of the annual accounts. I found the ledgers to be in an absolute mess and worked exceedingly long hours to gain some semblance of order. It was discovered that the Chief Accountant had exaggerated his qualifications, and was dismissed. I was appointed to that position at the age of 22. In the process my ACA qualification was 'fast tracked at the request of the company.The accounting function was extremely busy due to the high turnover in the region. I had an Assistant Accountant, an Office Manager and 15 clerical staff to manage.