Supporting over 9,500 people nationally, Flourish Australia is one of the largest providers of community mental health services in Australia. With plus 1000 staff and a turnover exceeding $90M pa, Flourish brings diversity, a commitment to quality and passion in supporting people with their mental health recovery. Reporting to the Chief Executive Officer, I am responsible for key stakeholder management which includes Government, the development of strategy, the establishment of marketing and communications capabilities, leading business development nationally, increasing community and philanthropic engagement, developing brand, the management and growth of social enterprises, and merger and acquisitions. (7 direct reports, 25 staff).Achievements*Led and developed strategies and negotiations with government in pricing and resource, which has supported Flourish Australia’s substantial expansion of services with revenue growth of over 60%, with Flourish’s revenue base growing from $52 million to $90 million in 4 years. *Developed and executing Flourish Australia’s new three year strategic plan. This is a foundation plan, and aligns stakeholder expectations with market success and identifies areas were Flourish will lead and collaborate in advancing the sector. *Established marketing, communications and PR functions, to support organisational transition for block funded services to the NDIS user choice model. This has resulted growth in engagement of + 20% per annum, supported strong brand awareness across government stake holders, and increase corporate engagement with organisations. *Increased community awareness of the issues of complex mental health with +400,000 people engaging with innovative content. *Established agreements with major research partners and other NDIS providers. These include the South Australian Medical Health and Research Institute, Flinders University, and Skylight.

Reporting to the Board was tasked with stabilizing the organization and successfully led the foundation though a process of strategic renewal and refocusing. This led to the launch of The Kid’s Cancer Project.Achievements• Developed and implemented strategic and business planning processes, which underpinned 300% growth in financial reserves and allowed for +30% expansion in research projects funded.• Navigated, negotiated and ensured the continuance of charity status, licences and authorities• Researched, planned and executed marketing strategies and the successful rebranding of the Oncology Children’s Foundation. This resulted in increased engagement with social media supporters growing to15,000 from a zero base over 36 months and +200% ($2 million per annum) increase in community fundraising. • Examined, designed and implemented tactics that successfully redirected existing supporters from low margin fundraising lotteries and raffles to high margin regular giving and direct mail appeals. This resulted in +$1million per annum increase in funds available for research.• Planned, initiated, led and negotiated major sponsorship of The Kid’s Cancer Project with a national media network providing in excess of $1.5 million per annum is support.• Targeted and developed relationships at highest levels of State and Federal Governments, industry and medical profession. Resulting in the securing of financial support directly from Federal Minister of Health to produce CureFest for the Childhood Cancer community.• Established The Kid’s Cancer Project credentials with major philanthropic, corporate and government funding sources. Attracted funds from Perpetual ,QBE, Optus, Bayer and NSW Government.

Reporting to the CEO was responsible for the development and implementation of revenue growth strategies for each divisional unit. Responsible for the development of China as a core market (6 direct reports) and member of the board audit committee.Achievements• Researched, initiated, negotiated and secured new business from China in excess of $4 million per annum, which included securing agreements with major corporations for the provision of educational services.• Developed and implemented new business assessments tools, which supported improved decision making, improved allocation of resources and managed risk. • Reviewed agent and on seller commission structures which underpinned+50% growth of educational services.• Developed and implemented strategic competitor reviews and qualitative and quantitative surveying, which improved marketing and resulted in above market growth for core services.* Grew corporate sales pipeline in excess of $1.5 million in 6 months from a zero base. Clients included Baiada, Steggles, Kerry International, Australian Rugby Union, CBA, British Airways, AAMI, Leighton’s Properties, John Holland, NSW State and Regional Development, Prince of Wales Hospital, Powerhouse Museum, Sydney Olympic Park, US Aide, Department of Health and Ageing and Direct Couriers.• Developed and implemented new sales and marketing strategies, implement ROI measure, client focused administration and over hauled accounting systems, which improved resource allocation and decision making. • Developed financial models for gross margin modelling and capacity planning across all businesses which supported +10% productivity gains in staffing allocations and property usage.

Reported to CEO and responsible for finance, management reporting, compliance, property,treasury, taxation, planning , negotiations and strategic projects. Member of board audit committee (7 direct reports)• Developed and implemented strategic and business planning processes which resulted in revenue growth of 125% 1999 to 2004 and surplus growth of 300% 1999 to 2004.• Researched, planned and led the establishment of new business operations in UK, China and US and resulted in growth of +2million per annum in corporate profit.• Led merger with strategic partner which achieved recouped acquisition price in 14 months through improved marketing, brand support and successful re-negotiation of enterprise agreements.• Researched, planned and implemented an integrated financial and operational system, which included on-line application system. System delivered on time, within $3.5 million budget, and increased productivity in the processing student applications by more than 50%.• Managed a property Sydney CBD portfolio of + 6500 m2 and achieved optimum usage of +96%.

Was responsible for 10 direct reports in the financial team. The team was responsible for the development and delivery of budgets, financial, operational results and reporting information to senior management. Divisional turnover was +$1.5 billion dollars per annum.

Senior Management Accountant 1994– 1995Management Accountant 1992 –1993