The program was a $196m program of work to deliver a single ERP platform across the Transport cluster (Trains / RMS / STA). I was responsible for the financial management and reporting of the Program, including working closely with the Commercial Manager regarding spend control and reporting against key contracts.Key Achievements:• Managed a comprehensive re-planning exercise of the end-to-end Program financials resulting in the Program being delivered within the approved funding envelope• Introduced improved financial governance – monthly reporting, reconciliations, cost tracking• Established and managed financials across separate Transport agencies for costs relating to integrating and deploying ERP to each agency operating environment• Management of financials through Program closure – gradual reduction of Finance headcount from 5, final financial approvals and sign-off

The NGIS program was a $425m program of work to deliver an ICT shared services infrastructure capability for the Transport cluster over a four year period. I initially worked in the Program Management Office finance function, and subsequently with the Program Design Office.Key Achievements:• Designed and implemented a complex program financial management model and associated processes delivering detailed month end reporting and monthly program forecasts within 2 business days of month end• Created labour recharge model• Introduced new financial reporting and governance processes – including the project’s Finance Management Plan which documented the roles & responsibilities of PMO finance, key deliverables, adaptation and customisation of relevant Transport financial policies & procedures• Assisted with the design of an ICT service fee model to facilitate recharge of centrally captured costs to each agency in the Transport cluster

Commencing initially as a Business Cost Analyst, I was offered to take up a newly created role as Cost Reporting Manager – Product following implementation of a new structure as a result of the AMP – AXA integrationResponsibilities:• provided quality and timely cost information and insights to Management Reporting and senior AMP executives as well as cost centre managers within the relevant AMP divisions (including Banking Wealth Management Products; Wealth Protection Mature Products; and Self-Managed Super Funds; $100m cost base, ~500 FTEs)• Develop and maintain cost analytical packs, reports and processes that meet the needs of the advice delivery teams and support their product reporting to the business• Forecasting and budgeting delivering required outputs in timely, accurate and efficient manner• Manage and develop 1 direct reportKey achievements:• Quickly established strong relationships with key business stakeholders• Recruited a new analyst into the team, developing role structure and integration into delivery of key outputs for the team• Developed new monthly reporting summary incorporating forecasting• Developed new cost centre management training materials• Consistent “Exceeds” performance rating• 6 month secondment to AMP Transformation program - successfully identified ~$100m of cost out initiatives to deliver on AMP’s market promise in addition to funding the future growth program, direct meetings with AMP senior executives to socialise and agree cost out impacts on individual business lines, worked as key liaison with Cost Reporting and Management Reporting teams to successfully communicate and embed cost out initiatives in 2014 budgets

As a member of the Private Wealth finance team, this role had responsibility for managing and reporting non-financial metrics (including funds under management, number of clients) to the business. The role required a close working relationship with senior management across the division, with regular contact essential to deliver high quality ad-hoc reporting and analysis in a timely manner to meet business requirements.Key achievements:• Enhancement to month end processes to reduce time taken from 4 days to 1 ½ days; and• Development of new models to review revenue and identify key drivers of variances in financial performance.

Transferring to the Private Wealth division at the time of the acquisition of Grosvenor Financial Services (GFS) by Perpetual, my primary responsibility in this role was to manage the integration of the acquired business.Key achievements:• Completion of GFS Purchase Price Accounting paper• Successful integration of all finance related processes between GFS and Perpetual;• Ongoing financial management and financial support for the GFS management team; and• Support to the Senior Finance Manager – Private Wealth, assisting with the annual budget process and introduction of quarterly forecast processes. A key deliverable provided through this support was aiding with the preparation and review of the Project ICE business case financials. This is a $25m project to replace the platform use to manage the clients of Private Wealth as is to be delivered during 2012 in partnership with Macquarie Bank.

Working as a member of the Internal Reporting team in Group Finance, the key responsibility was managing the monthly reporting process across the business. I was entirely responsible for the Group (Finance, HR, Legal) financials, and regularly meeting with the relevant Group Executives to report and discuss the financial performance of their respective areas of accountability.Key achievements:• Substantial companywide cost review in late 2008 as a result of the impact of the Global Financial Crisis on earnings;• Introduction of the Management Discussion & Analysis section to external reporting publications. This became a key medium in communicating company performance to external stakeholders; and• Established and facilitated the monthly Finance Forum, a meeting of finance professionals across the business to discuss key issues and concerns.• Group wide management of capital expenditure program including final review prior to CFO signoff and receipt of monthly expenditure reports from Project Managers to track spend against budget

Reporting to the General Manager – Financial & Business Services, this role had responsibilities in relation to both the short term and long term strategic planning of the company. Primarily, the role involved managing and co-ordinating the annual budget process. The role also had direct involvement with the General Manager – Strategic Planning with regard to the rolling planning process.Key achievements:• Co-ordinated and completed the FY08 company budget• Involved in the FY09-12 Strategic Plan including presentation to senior management and the Board of Directors

Reporting to the General Manager – Financial & Business Services, this role had three direct reports. Accountabilities include preparation of monthly management accounts, monthly board reports, ASX statutory reporting, along with ensuring integrity of the general ledger and compliance with all internal controls within the finance department. Management of the relationship with the external auditors of David Jones was also a key component of the role.Key achievements:• co-ordinated preparation of 2006 Annual Report• additional responsibility and accountability for 2007 interim reporting due to illness of the General Manager – Financial & Business Services• accounting for reversal of Sale & Leaseback transaction in relation to 3 key CBD properties

Working for the Finance Manager – Corporate Reporting, responsibilities included authoring of the monthly management flash and board reports, co-ordination of the relevant business units for the monthly forecasting process, and preparation and lodgement of the monthly consolidated group BAS statementsKey achievements:• part of the team to identify and recognise changes on transition to the Australian equivalents to International Financial Reporting Standards• automated financial models to improve efficiency of the month-end process• a member of the team to manage the closure of the David Jones Pagewood store. This involved managing cost reports from individual project streams to prepare monthly consolidated expenditure reports and track against budget. This team was recognised with a CEO Special Achievement Award.

Responsible for managing the general ledger for the 38 retail stores and Retail Management group of cost centres. The role had a focus on liaising with the Administration Managers of each store to prepare monthly journals for each store’s profit and loss.Key achievements:• re-introduced involvement and accountability for monthly cost centre forecast reviews• involvement in in-sourcing of the facilities management function• refined the process of re-charging salaries to external suppliers• provided financial support in relation to the Oracle general ledger upgrade including monthly tracking of expenditure against budget and reporting and analysis to key stakeholders. I also supported individual Finance Managers in preparation of process maps for their teams to ensure there was no impact from the upgrade, as well as provided basic training sessions for end users.

Reporting to the Finance Manager – Supplier Payments, the role required compliance with Supplier Payments’ policies, processes and procedures, whilst providing optimal services to David Jones vendors and business units through the timely processing of all payment documents submitted.Outline of Responsibilities:• Maintaining accounts payable system integrity, including the review of reconciliations.• Approving and transmitting payment files to nominated bank.• Providing payment-forecast information for Treasury cash flow forecasts.• Supervising, developing and training one direct report, ensuring timely and professional handling of data entry, supplier statement review, debit balances, payment processing, supplier file maintenance and supplier, as well as proactive self-development.