• Driving cultural change in the Finance function to focus on; - Purpose - Driving actionable insights from monthly results. - Collaboration - Connecting analyst pools across Genesis to share knowledge. - Capability - identifying skills sets required to deliver and bringing them into the team. • Developed ‘Spicy squad’ to dive innovation and simplicity within Finance functions. The key outcomes were simplifying the customer month end processes and increasing control across balance sheet reconciliation processes.• Implemented Squad funding at Genesis. This enabled 100+ timesheets to be stopped, driving efficiency for the customer tribe. This also gave insights into the cost of running the customer tribe and increased quality of people forecasting/budgeting. • Supported Program Sync to create a list of prioritised projects for the Customer tribe. • Established financial guidance for customer tribe. This included capitalisation guidance under an Agile way of working.

Commercial Manager - Corporate• Educated stakeholders to develop commercial understanding of the P&L to drive value for the business this included - Developing software support model to identify owners of software and investigating opportunities - Changing corporate allocation model to own which is driven by ownership. - Establish reporting on employee utilisation, capital project reporting and operating cost templates to drive actionable insights. Deliver corporate governance over Genesis corporate functionProviding insights into commercial cost for strategic function including community investment, Agile ways of working, Technology enabled customer applications.

Group Functions Senior Commercial analyst• Commercial business partner for IS, PCS and Co-operative affairs.• Lead budget/ forecasting process, communicated outcome to FMT members• Seconded into Group consolidation team over year end to support Group consolidation • Seconded into Global Ingredients velocity work stream to provide commercial review of GI • Established process to give better insight into spend • Supporting Generating demand global process with benefits realisation. • Challenging and reporting group functions capital spend on monthly basisEstablished productive and efficient working relationship with shared services. I also encouraged both our teams to work more cohesively, I did this by organizing forums were both team can voice concerns, also spent time explaining the requirements of the commercial team and how they supported us meeting our stakeholders needs.Stakeholder engagement in Operating Expenditure plan/ budget.One of my strengths is building relationships with the business and being able to communicate financial information to stakeholders without a financial background. I lead the budgeting process for IS (NZD 140m), PCS (NZD 70m) and Co-operative affairs (NZD 90m). I engage with cost centre mangers explain ‘what does this process mean to them’, and ‘why they should care’. I also supported General Managers by facilitating budget challenge session and establishing a ‘story’ for their cost base. I presented to FMT members and received positive feedback. Support in organizational changeBeing acknowledged as a trusted business advisor meant I was asked to support the business with organizational restructures. I was involved in understanding the strategic need for change and also the financial implications. My work enabled the business to make decision on changes to headcount. I also received feedback on how I dealt with confidential information.

• Prepared UK GAAP statutory accounts for all entities within the bmi group structure.• ‘IFRS Champion’ – monitored and developed accounting processes and principles to meet IFRS, group policy and current statutory requirements. • Ensured correct valuation and accounting for Slot portfolio.• Managed financial derivatives including fuel hedging and emissions trading.AchievementsEstablished reconciliation processI fundamentally changed the reconciliation process at bmi. From discussions with all stakeholders I identified why the current manual process was failing, and then established a new process which involved automation and validation. I held training sessions with staff and developed a feedback loop to ensure the process was implemented successfully.Improved the process of revaluing the balance sheetI identified that that the current method of revaluing the balances sheet was inadequate. I establish an automated process using Oracle, and educated the wider finance team on how this process worked. By doing so I made revaluation of the balance sheet more efficient and also corrected historical errors made using the previous method. Implemented compliant intercompany process As the Intercompany manager, I changed how the wider finance team perceived the intercompany process at bmi. This involved a number of presentations and meetings to build understanding of the implications of intercompany reporting. I managed the relationship with Lufthansa and all other related companies. I changed the close calendar to comply with intercompany deadlines and also the way bmi accounted for intercompany transactions.

• Managed outsourced resources – Genpac approximately 4 staff.• Managed the monthly close and quarterly close. • Prepared and posted journals in SAP/Oracle• Prepared month end accruals, including those around revenue recognition in accordance with group policy• Prepared/ Reviewed balance sheet reconciliations• Organised and ran teleconferences with international teams.• Managed the intercompany process.• Prepared tax schedules/reviewed VAT returns• Assisted with audit enquires.Improved Intercompany Process.I built a strong relationship with a remote Intercompany team. By understanding the intercompany process I ensured there were no material disconnect between my 120 counterparts.I also restructured my role across 7 Holding Companies, eliminating non-value added tasks, as well as dedicating 50% of my time against GEH Ltd.Built Strong Relationship with GroupEnsured compliant reporting by ensuring revenue recognition at month end close was correctly recorded according to US GAAP and company policy. Managed HMRC AuditI was involved in resolving Intrastat disconnects between logistics and finance reporting to the HMRC. I successfully prepared/coordinated a presentation to tax inspectors to show how we had resolved issues and implemented new processes.

Mighty River Power(Electricity utility)• I was the senior on the engagement, responsible for 2-3 junior staff. As the most knowledgeable about the client my role involved mentoring coaching to junior and senior staff.• I reviewed the complex debtors space, I was able to restructure the audit program to ensure all associated risk was covered, from this I identified a .5 MM NZD audit adjustment which I effectively raised to the client.• For this engagement I was award a EY award for high performance. ING(Finance/ Funds)• During the interim audit I performed tests on client mandate controls, corporate actions and also bank reconciliations. • During year end engagement I reviewed the NAV of the portfolio using third party confirmations and also Bloomberg. Navman(Manufacturing and Distributing)• Navman is a large manufacturer and distributor of personal navigational equipment. I was exposed to complex inventory sections and also seniored a team of 3 staff. Tourism Enterprises Limited(Service Industry)• I was the senior on the engagement, overseeing 4 staff. I managed the transition from NZ GAAP to NZ IFRS. I identified the client did not have the skills/resources to prepare their statutory accounts so was able to guide the client in the preparation of their accounts and also increase the fee for the engagement.