Independent Director (skills-based appointment) of the Australian Podiatry Association (NSW & ACT) and 2 of its subsidiary companies. Also Chair for the Board Finance Committee for the main entity. Overseen significant improvements both financially and from a governance perspective leading to improved member service delivery. Heavily involved in forming peak body for all podiatrists, resulting in state bodies being dissolved.

As CFO was responsible for financial sustainability of the company, with a turnover in excess of $30m in and approx. 150+ staff. In April 2021 was appointed Company Secretary by the Board, responsible for ASIC and ACNC obligations.Achievements:Developed a culture of complete transparency in the company’s financial position, engaging widely, on a monthly basis, with all areas across the company ensuring staff better understood budgets enhancing service delivery to clients. Built the trust of the Board in the Finance team’s ability to provide timely and reliable reporting to enable informed decision making.Realised significant cost savings through the following: - Established and Chaired an IT Governance Group, sourcing and engaging a new IT Managed Services provider - Reviewed the Motor Vehicle Fleet and engaged a new provider - Conducted a Payroll Review - Completed review of procurement processRestructured the Finance team (implementing a strong succession plan).Effectively acted as CEO for 5 months whilst the Board recruited the new appointment.

Appointed Acting Chief Executive Officer by the Board until the new appointment was made in Oct 2021.

Youturn Youth Support (formerly United Synergies) is a not for profit organisation providing health and social services across Queensland for more than 30 years. Youturn supports more than 6,000 young people annually with services across:• Child Safety: Providing Out of Home Care to children and young people who cannot remain living with their parents and support to vulnerable families to help maintain their family unit.• Homelessness: Providing Specialist Homelessness Services including crisis and temporary supported accommodation for young people who cannot remain at home or afford housing.• Mental Health: Lead Agency for five headspace centre with a focus on mild to moderate mental health and early intervention for young people.• Suicide Prevention: The StandBy program is Australia’s leading support after suicide services (postvention) providing support to those bereaved or impacted by suicide.

Responsible for financial sustainability of KMC as CFO. Additionally, responsible for full Finance function, Information Technology, Customer Service, Records, Economic Development, KMC’s 5 Holiday Parks, a Leisure Centre, the Lifeguard service and Property. Significant portfolio with 150+ staff in various locations. Also member of the Executive Team.Key Achievements:• Significant restructure of the finance function, including implementation of best practice monthly management reporting. KMC also has a significant presence in aged care facilities, including a new facility due for completion in November 2019 (Cost > $100m).• Established a best practice monthly reporting framework, successfully gaining a Special Rate Variation through IPART allowing Councils to increase rate charges above government set rate peg and was critical to financial sustainability. This necessitated significant liaison with State Government stakeholders.• Instigated move to new investment platform, improving returns received on investment portfolio.• Implemented a Strategic Asset Management approach to infrastructure assets.• Implemented significant staffing changes made across my portfolio.• Oversaw timely completion of Statutory Accounts and Budget entailing extensive liaison with the NSW Audit Office and auditors.

Responsible for 23 staff, including full Finance function (Financial and Management Accounting), Treasury, Accounts Payable and Receivable, Rates, Finance Systems, Financial Strategy and Payroll. Key Achievements: • Significant restructure of finance function, whilst managing State legislation guaranteeing current staff continued employment for 3 years post amalgamation, requiring significant time mentoring and guiding the remaining staff over a period of significant uncertainty. • Completion of 2018 Budget by June 2017. Upon commencement in January 2017, there had been no start on the budget, a process that should have commenced in October 2016. Developed a strategy, endorsed by the executive, to facilitate a shorter timeframe to complete the Budget. • As an amalgamated Council there was significant duplication across many systems, including the general ledger. Consolidated a number of systems and designed, developed and implemented a completely new suite of user friendly management reports, providing training for all staff and invaluable financial information for all stakeholders to manage budgets effectively. • Completed first statutory accounts for the newly amalgamated Council, signed off by the Audit Office without qualification. • Led a number of strategic projects to streamline Council’s current processes including the automation of Long-Term Financial Plan linked to Budgets, Statutory Accounts, Investments, Cashflow forecasting, etc. This is based around the TechOne ERP system. • Reviewed Council’s insurance arrangements, which had been in place for many years without review achieving an on-going reduction of around 20% pa (over $400,000). • Acted for various periods as Chief Operating Officer in manager’s absence.

SCC had an operational expenditure budget of approx. $100m in 2016 and capital budget of $70m with 370+ employees. Appointed to act in this role following an internal selection process until the resolution of the proposed merger between SCC and Wollongong City Council. Responsible for Finance function, Organisational Development, Payroll, Information Technology, Customer Service, Property and Infrastructure Services, with 125 staff. Responsible for majority of $70m capital budget and large portion of Operational Budget of $100m. Retained most of the strategic projects including Shell Cove Project, the new Civic Centre, the Links property development and the airport project.

Responsible for 25 staff, including full Finance function (Financial and Management Accounting), Procurement, Accounts Payable and Receivable and Rates. Key Achievements: • Implemented complete restructure of finance function in a short period of time, fully supported by the executive and achieved without an increase to the existing budget. Several staff from outside Local Government employed to provide more commercially oriented focus and approach to financial management. • Oversaw on-going financial sustainability of SCC via role as Chair of Council's strategic oversight committee (Project Octopus). Completed a review of SCC's financial position and as a result, established several working groups to review various aspects of Council's finances. Project achieved significant savings of $5.5m in depreciation alone. Outsourced SCC's motor vehicle fleet of 130+ vehicles saving $0.5m in operational costs and $0.5m+ in capital expenditure. Significant achievement given the strong union presence at SCC. • Held significant responsibility and strategic financial oversight for the Shell Cove Residential project (a JV with Frasers involving a substantial residential and commercial development and a boat harbour construction - larger than Darling Harbour), Albion Park Airport, The Links Golf Course redevelopment and the new Civic Centre. • Key member of SCC Risk and Governance Committee and the IT Governance Committee. • Joint Chair of merger committee with Wollongong City Council, prepared Council's submission to State Government including public speaking at stakeholder forums and radio interviews. Committee had a strategic focus consisting of 12 senior staff across both organisations. Significant interaction with Department of Premier and Cabinet as the facilitators of the State Government’s proposed amalgamation process.

ASB is the largest faculty at UNSW with revenue in excess of $225m in 2014, an expenditure budget of $155m, staff of 520 + and over 12,000 students. Senior finance role with a strategic focus and overall accountability for the financial sustainability for the ASB. Provision of financial advice, budgeting, forecasting, monthly management reporting, financial analysis, strategic advice. Key Achievements: • Financial advisor to Dean and General Manager of ASB, actively contributing to the faculty's business decisions. • Developed and successfully led a high-quality finance team. As one of the senior Finance Directors across UNSW mentored a number of high potential, low performing staff and successfully facilitated their progression to the Finance Director level in some of the smaller faculties. • Member of UNSW Financial Director’s Advisory Board to provide advice to both senior UNSW executives and all finance staff across UNSW. Proposed several UNSW wide initiatives endorsed by the Board. • Restructured Australian School of Business's operations in Hong Kong, including dismantling the existing legal structure and setting up a new structure and associated legal, compliance, taxation and operational matters. Subsequently made a Director of the new company in Hong Kong. • As a result of expertise demonstrated in Hong Kong, UNSW, through their International Office, engaged me separately to consult in the setup of a Registered Foreign Office in China. • Ensured ASB met strict budget guidelines set by UNSW. Given the size and complexity of the budget and the market for international students, this was considered an outstanding achievement. • Scoped and developed a Program Profitability model. Utilised both internal and external resources to develop a model that enabled ASB to determine which programs were profitable and therefore allow more effective allocation of resources. This model was being considered for UNSW wide application.

High profile executive role with the St.George Group's Lenders Mortgage Insurance (LMI) captive operations. Responsible for day to day operations, including financial control, claims management, underwriting, policy, product development and investments. Gross annual premiums in excess of $100m and investments $450m. Key Achievements: • Originally, operations of the LMI business were carried out in Singapore. Following a change in APRA's policy regarding capital concessions it was necessary to close the operations in Singapore and set up a new Australian based insurance company. As a member of the steering committee was responsible for all financial aspects, underwriting and claims policies and procedures. Held numerous meetings with and delivered presentations to APRA. New company was set up ahead of schedule and under budget. Granted Fit and Proper Status by APRA. • Key presenter in team for global road shows to source new reinsurance providers, entailing financial presentations and negotiations with providers in Singapore, London, New York and Bermuda. This was an important part of the ongoing success of this business. • Relationship management with external auditors, APRA, actuaries, rating agencies and fund managers. Given the regulatory environment it was essential that strong relationships were built and maintained successfully. • Built a high performing team ensuring they were empowered to achieve personal, team and organisational goals. • Oversaw consistent growth and importance of this entity to the St. George Group via provision of strategic advice, investment policy, clear and accurate financial data and modelling and the refinement of underwriting and claims policies to ensure risk was maintained at a level that was acceptable to the Group. • Oversaw the closing down of the Singapore operations and exiting that jurisdiction.