CareFlight is an Australian aeromedical charity with a mission to save lives, speed recovery and serve the community. Careflight provides medical retrieval through Medical helicopters, Medi-jets, Road patient transport services, and Integrated medical services. Careflight also provides Paediatric and newborn transfers. CareFlight uses helicopters, turbo-prop and jet aeroplanes to transfer patients from accident scenes and between hospitals.I am responsible for Management and Leadership of all national operational delivery and will be Alternate Chief Executive Officer under CASA once approved.

Group of Privately Owned Businesses in Manufacturing, Retail, Hospitality and Property Sectors. Successor to the owner. Staff Numbers approximate 150 across numerous Australian states.Key Achievements• Turned around an under performing business, resulting top line sales growth of 46% and improved EBITDA of 280%. • Created management structures that allowed entry into new high income generating industry sectors not previously possible. Improved legacy approaches in existence at time of joining. Focussed on low cost yet highly effective administrative functions.• Delivered prudent capital investments that reduced costs and added capacity delivering top line revenue growth and improved EBITDA across numerous businesses,• Facilitated the sale of a key asset resulting in a 15X capital gain,• Recruited new leadership in key group businesses to drive culture change that has delivered improved business performance and employee engagement,• Introduced a contemporary at-risk bonus scheme (where one did not exist) with very targeted KPI’s and delivery measurement processes that provides clear direction for improved business performance,• Provided strong leadership during the COVID19 pandemic remotely (inability to travel across state borders and even intra state) mentoring senior business leaders to successfully steer all businesses through the worst of the pandemic, o Mentored each business to use the reduced business activity during the pandemic to review and improve processes that have resulted in improved margins by removing waste,o Through knowledge and tenacity, successfully secured numerous government grants available under pandemic rules that assist cashflow during the depths of economic lockdowns,• Strengthened relationships with banks to assure financial backing. Successfully sought funding for key capital items across all business segments. Restructured financing where needed to secure lower interest rates for the benefit of the business

Alternate CEO (Civil Aviation Regulator (CASA) Appointment); Responsible for cabin crew, ground operations, operations control centre, rostering, manpower planning, airports and customer. Staff numbers approximated 1300.Key Achievements• Removed key obstacles to growth and significantly improved profitability due to historical poor brand image because of historical poor operational reliability.o organisation had huge amounts of data but was unable to utilise, restructured, hired experts to create excellent internal analytical capability, quickly prioritised issues for resolution, engaged the organisation with a ‘call to action’ then planned and executed resulting in reliability improving from worst in sector to better than Qantas Group airlines (55% to greater > 75% On time performance consistently),o Customers flooded in resulting in top line growth of 200% (from $300M to $605Mpa), profitability improved by 600% (from $(3)M to $21Mpa) resulting in positive operating cashflow.o Delivered the construction and assignment of Melbourne Airports then new Terminal 4 (T4) to the organisation. Massively improved the organisations product offering allowing a price improvement from Rask7.3 to Rask9.5 or $75m pa. Customer Survey results improved from 60% to 77% over two years.• Improved Employee Net Promoter Scores. Achieved ENPS of 21 versus whole of business 9 with many more promotors than detractors. Resultant engagement score was 78% up from less than 60%.• Transformed the safety, security and risk governance structures and processes to conform with approved Safety Management System• Delivered more capacity efficiently positioning the organisation to profitability• Improved customer service delivery improving customer survey results (>73%) to historic highs• Delivered a new call centre for improved customer service delivery and re-engineered the Operations Control Centre.

ResponsibilitiesAccountability for critical operational functions with over 110 staff (Aircraft Logistics - Planning and Dispatch, Navigation, Procedure Design; Aeronautical Information Package (AIP), Management info per CAR233 for use of Electronic Flight Bag etc, Business Intelligence - Data Mining and Analytics; Legacy ICT Systems; ICT and non-ICT Change Programs (>$75m); Governance and Risk Management; Human Resources).Key Achievements• Implemented transformational change with a new manpower resource planning system using best practice project management that allowed improvements in rostering practices across 8000 plus staff that delivered $8m savings per annum. Project Cost was $45m.• Implemented transformational change with a new technology platform needed due to pending obsolescence (Qantas Flight Planning System) that delivered savings of $15m in the first year and allowed business continuity. This also increased aircraft range allowing new long-haul markets to be entered (Sydney-Dallas for example). Project Cost was $30m.• Reduced real direct department labour costs by 3% over 3 years in a unionised work environment• Created the vision and implemented an international sourcing strategy (involved strategic partnering) that reduced costs by > $1m over two years• Improved staff engagement levels (# >110) to historic high in first 18 months• Improved processes that reduced historical error rates and associated consequences to near zero

Qantas’ annual fuel bill exceeds A$4bN per annum, and is second only to labour as the highest cost item in the Qantas P&L.ResponsibilitiesDelegated CEO regulatory and operational accountability for Qantas Group fuel and environmental compliance and performance, tasked by the board with improving the Groups energy efficiency by 1.5% per annumKey Achievements• CEO appointed management of largest single cost centre with a board directive to reduce unit costs year on year. I used a global benchmarking approach using best practice project management to deliver real cost savings of $150m to the organisation over 4 years during a period of significant inflation.• Developed the Groups fuel improvement strategy (including broader environment activities), socialised and agreed with CEO and board, and successfully delivered associated programs• Developed the Groups global climate change strategy that positioned the Group to save $100m’s in compliance cost per annum. Established the regional impetus for an alternative jet fuel source• Influenced and then funded the establishment of ‘the Qantas Foundation’ (as a ‘charitable trust’), established relationships with relevant Boards/CEO’s, established appropriate ‘partnership’ governance protocols• Appointed ‘Chair’ of key of the global industry body (IATA) Board Committee that set the global industry agenda• Delivered the Groups risk management processes relating operational fuel usage and environment (the Integrated Management System and assurance framework)• Delivered the Groups operational efficiency and brand enhancement programs (the Qantas Groups Fuel Conservation and Environmental Improvement Programs)• Delivered Australia’s largest commercial ‘tri-generation’ facility that delivered an investment payback in less than 12 months• Implemented the aviation sectors benchmark ‘carbon offsetting’ program to protect revenue and brand from the corporate and government sector valued at $50m per annum.

ResponsibilitiesI was invited by the Australian Minister for Resources, The Hon Martin Ferguson, to be a board member of the Australian Biofuels Research Institute due to my activities associated with influencing the development of an alternative jet fuel industry. Key Achievements• The delivery of an Australian Biofuels technology and economics study to allocate millions of dollars of government grant funding per required timelines and budget.

ResponsibilitiesDevelop and implement the Qantas Airlines inaugural fuel conservation program; establish Qantas’s first dedicated data mining and analytics function and deliver $5m in cost benefit Key Achievements• Created the vision and developed the strategy, engaged the appropriate stakeholders and had the strategy (including resourcing and budget) agreed• Identified talent, recruited and created Qantas’s first dedicated data mining and analytics function• Delivered $6m in fuel efficiency savings

ResponsibilitiesFinancial stewardship of Flight Operations, Network and Maintenance functions with a cost base approximating A$1bN.Key Achievements• Developed the business case, engaged stakeholders and achieved CEO approval to procure the A380 flight simulator worth A$30m• Developed the business case, engaged stakeholders and achieved CEO approval to relocate a flight simulator due to commercial imperatives saving A$0.5m per annum• As trusted advisor, successfully engaged the pilot body as part of a unionised pay negotiation and achieved a favourable outcome for Qantas• Influenced the achievement of numerous cost reduction initiatives

ResponsibilitiesA strategic review of organisational profitability, and the development and execution of a profitability improvement strategyKey Achievements• ICT Process and system re-engineering provided the business transparency relating to customer and product profitability where it did not exist, resulting in material profit margin improvement

ResponsibilitiesFinancial and commercial stewardship of a $150m division (Boral Bricks and Roofing).Role mandate also included accountability for the operations of the National call centre.Key Achievements• Facilitated the centralisation of generic back office accounting functions into a Centre of Excellence materially reducing administrative overhead and standardising processes• Created contemporary (more relevant) management reports, engaged relevant stakeholders and improved working capital by greater than 5% and Gross margin by 3%