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Position Specific------------------------• Overall Responsibility and Accountability for the financial performance of the organization.• Developed and implemented effective and efficient accounting and financial systems, tools, policies and procedures that met current and future organizational needs. • Ensured legal compliance and reporting, maintaining ‘Not for Profit’ legal status within the Province of Quebec, and Canada. • Ensured operational policy compliance to foreign exchange and funds investment management.• Accountable for the management of the WFH’s Insurance and Risk Management program• Provided human resource planning guidance and advice to the Finance and Administration Director and the Human Resource Manager.• Administration of all expenditure over CDN $25,000 (US$20,000) and authorized documents in that capacity. • Authorized and signed off the annual audited statement of the WFH, providing an annual financial performance report for the Annual Report and presented financial performance at the biennial General Assembly of the WFH. Executive Committee-------------------------------• Define and oversee the mission of the WFH, keeping it relevant to the needs of membership and community, while maintaining the culture that makes WFH unique.• Approve programs, activities and services and monitor their effectiveness• Provide strategic guidance to the organization and the CEO / Executive Director• Ensure financial solvency and help raise resources• Select, support and evaluate the CEO / Executive Director• Ensure continuous board improvement

May 2004 to June 2007 A member company of Hong Kong based C K Life Sciences, manufactures and markets a range of granulated organic based fertilizers for Australian agriculture, turf and home garden marketsResponsibilities:• Reported directly to the Chairman and Group Chief Executive Officer• Overall management of the business, operational, sales and marketing and financial Achievements:• Turned around the operations of the business from a loss making business to a break-even.• Reduced business financial risk with new forecasting, stock management, inventory control, debtor management and cash flow forecasting.• Improved production efficiencies in product manufacturing by implementing new production planning and scheduling techniques.• Developed new products and markets to drought proof the business and reduce the business peaks and troughs.• Closed down unprofitable business• Rationalized and transferred business functions within the Australian group of companies.

2002 – 2004AusBulk Ltd a leading Australian agribusiness specialising in logistics and the storage and handling of grain and other dry bulk commodities, grain marketing and grain processing particularly malt barley. Responsibilities:• Report directly to the Operations Manager• Overall Management of the Grain Processing Division and of the Regional Grain Cleaning Business• Develop solutions for waste stream managementAchievements:• Introduced new business management processes and systems within the grain processing division, allocating responsibility and accountability.• Built a new automated bag handling unit for ‘JIT’ container loading, engineering out the need for manual handling• Purchased two existing grain cleaning businesses and established in regional South Australia• Established new grain cleaning business• Conducted and completed trial project composting waste stream, and sold finished product• Developed new protocol for the management of waste products within the business• Formed business operating alliances for the recycling and reuse of waste streams

Hi-Fert, with a reputation for fertilizer innovation manufactures, distributes and markets a diverse range of world leading and patented fertilizer products throughout central and eastern Australia.Responsibilities:• Report directly to the General Manager• Manage the storage, manufacture and despatch of 500,000+ tonnes of fertilizer product from six facilities in SA, Vic. and NSW.• Oversaw $14m Operating budget, $2.1m Capital budget and Asset Management $40m. Receival, storage and despatch of $225m inventory.Achievements:• Achieved a LTMT IFR of 12.3 through the overall management and compliance to strict WMC Environmental, Health and Safety Charter, ensuring all individuals take ownership and responsibility for their actions.• Implemented comprehensive Environmental Management Plans at all facilities, meeting as a minimum, all EPA license obligations, statutory laws and responsibilities.• Increased the customer service focus providing on time deliveries and rigorously following up on customer complaints. Implemented a truck booking system that improved plant manufacturing and despatch planning, reducing truck waiting times and improved office efficiencies. Attained a strike rate of 85% of all pre-booked trucks loaded within their allocated time slot. Resulting in a reduction of 4 FTE staff.• Initiated new integrated quality control project using Critical Process Management techniques, with particular emphasis on differentiated product lines.

Responsibilities:• Reported directly to the National Sales & Marketing Manager• Overall management of a team of sales professionals supporting a dealer network, annual sales $80m.• Set and manage annual operating budget of $1.5 million. Achievements:• Established South Australia as number one profit team utilized advanced sales management and marketing techniques. Increased sales from 105,000 to 173,000 tonnes.• Consistently forecast sales volumes to within 5% of actual sales.• Built a strong sales team; selecting, training and motivating an almost new team of Territory Managers, to being a group of sales professionals capable of delivering budgeted sales targets.• Developed and implemented an induction, orientation and training program for Territory Managers, which ensured that new staff, were operating effectively, comfortably and confidently within 3 months of appointment, regardless of their prior level of experience.• Segmented the South Australian market to enable the best strategic appointment and placement of Territory Managers and agents, in order to maximize sales margins and volumes• Demonstrated the value of Performance Management, career guidance and counselling to further develop the skills of staff, to the extent that these sessions became eagerly sought and looked forward to by staff.• Led the Demand Management Team, re-engineering the Supply Chain with Price Waterhouse. A Sales and Operations Planning Process was developed and implemented throughout the business. The resultant reduction in inventory saw annual saving of in excess of $11 m in working capital and a direct saving of $1.5m• As Process Manager of Sales and Distribution Project, implementing a new Sales and Order Management Process throughout the business. This process decreased order error rate and supported improved production and despatch planning, providing enhanced customer service and tuenaround, a decrease in 2 FTE staff.