Bunnings is part of the Wesfarmers Group and are a home improvement and outdoor living retailer who services trade and consumer segments with 55 retail locations around New Zealand with over 5,500 employees and a turnover of $1.8 billon. I established and led a team of nine merchandise planners who collaborated closely with buyers and category managers to achieve budgeted sales, margin, and stock turnover targets. Our responsibilities included monthly forecasting, in-depth analysis of product ranges, and the development of comprehensive five-year department development plans. I also played a crucial role in driving the financial performance of the merchandise team, focusing on sales, margin, and inventory control in line with budget and forecast goals. Additionally, I led the forecasting, budgeting, and the five-year corporate planning cycle. I maintained a CEO/CFO relationship with the Head of Merchandise to ensure the successful delivery of both operational and strategic outcomes.Achievements - established the merchandise financial planning function for NZ; reduced aged stock to lowest level since it was recorded; member of the steering committee for demand and replenishment system implementation; established return on space reporting for the ANZ business; worked collaboratively to ensure right stock, right place, right time to deliver sales through COVID-19; collaboratively and effectively safeguarded Bunnings' commitment to the lowest price promise by navigating a six-year legal battle with the Commerce Commission

I led a team of seven analysts, collaborating with various departments throughout the business. My responsibilities included overseeing banking accounting and cashflow forecasting for NZ. As a member of the NZ leadership team, I played a pivotal role in driving the strategic agenda, guiding the team, and serving as a gatekeeper. I also partnered with functions across operations, trade, merchandise, marketing, and visual merchandise, and was accountable for reporting, analysis, and providing valuable insights across the organization. Additionally, I acted as a conduit for finance between Australia and New Zealand, working closely with operations, merchandise, and commercial departments to develop forecasts, budgets, and a five-year corporate planning cycle. I also took the lead on important projects such as group ERP system alignment and the transition of the data warehouse from Oracle to Teradata, including reporting adjustments.Achievements - implementation of Oracle corporate systems; migrating NZ data warehouse and reporting from Oracle to Teradata; developed processes and reporting to shift Bunnings everyday lowest price position from 68% to 99%. Processes were replicated across Australian and UK businesses.

I established and led a team of seven analysts, fostering partnerships with various functions across the business. Serving as a conduit for finance between Australia and New Zealand, I ensured smooth financial operations across borders. I also held accountability for the development of reporting, analysis, and valuable insights across these functions. In addition, I had the role of an apprentice on the NZ leadership team, learning and contributing to the team's overall success.Achievements - Established the business analytics function to a team of seven; part of the NZ team that grew sales to $1b in 2016; developed and introduced reporting and insights across all key functions; introduced automation to remove manual work; led a cross functional team to deliver profit improvement across the network; integration of legacy systems with Oracle GL; rebuilt inventory system to daily, item and store level

Business partnering with the merchandise team on forecasting, budgeting, reporting, analysis and insights.Achievements - introduced aged stock reporting; reset lowest prices processes, reporting and compliance, trade pricing project implementation

Tyco is a global infrastructure business with NZ manufacturing, distribution and service business units consisting of 350 staff and a turnover of approximately $110 million. My responsibility was accounting and management reporting to both head office in the US and local business unit managers for Tyco Valves & Controls, Tyco Flow Maintenance, Hygienics, Tyco Water, Aquaspec, WIG Projects and Unistrut.I handled financial accounting for seven business units, working closely with the heads of each unit to manage their P&L. I was responsible for group consolidation and reporting to the US, ensuring accurate and timely financial information. Additionally, I managed payroll and banking, forecasting and budgeting for all seven business units, which included overseeing three manufacturing sites. It was my duty to ensure that all policies and procedures were meticulously followed, including strict compliance with Sarbanes-Oxley regulations.Achievements - part of a team that implemented to ERP system changes, led and implemented payroll system change, reviewed ACC profiles with $150k in refunds back to the business, resolved several SAP implementation issues

DFK Oswin Griffiths is a medium sized accounting firm with six partners and approximately 40 accounting staff servicing small to medium clients in various industries.My responsibilities encompassed a broad range of financial tasks, including the preparation of financial statements and tax returns. Preparation and filing of GST, FBT, and PAYE returns, along with annual returns. In addition, I was involved in the management of commercial properties and the preparation of NZIFRS financial statements. I frequently engaged in ad-hoc projects as needed, such as group consolidations, cashflow forecasting, and budgeting. Furthermore, I provided monthly financial reports for our investment clients, ensuring a comprehensive and well-rounded financial support service.Achievements - Assisted our team in filing 94% of tax returns for the year with the IRD. The team had not done this before.