Melbar is the Home Care provider of choice, primarily in the Chinese community. Melbar' client base has doubled in FY20/21, and 50% growth in FY21/22. The significant organic growth is due to listening to our clients and employing passionate people working effectively.Reporting to the Managing Director and the Board. Member of the Executive Team, and leading and supporting the finance team.Providing Board papers for the monthly financial reports, statutory financial reports, corporate systems, controls, and processes to enhance efficiencies and compliance.Creating robust forecast and providing detailed strategic analysis; both weekly and monthly.

Working From Home with previous employers in the UK. During the COVID-19 pandemic in the United Kingdom shutdown period. Creating and tighten systems, controls and reports with the shutdown period for employees whilst working from home.

Home Care Holdings is part of the Enrich Health Group Pty Ltd and Generation Health. Now rebranded as The MyHomecare Group Australia Recruited by the Group CFO, Enrich Health Group provides a diversified, multidisciplinary community care service to support and care for clients in the deregulated sectors of Home Care, Injury Rehabilitation & Wellness, community based Clinical Care (Nursing & Allied Health) and Disability.• Managing month end process for the Board Reports (includes joint owners RAC and QPE).• Reduced the month end deadlines to seven working days.• Focusing for system improvements and consistency.• Focus for margin, EBITDA and cash flow.• Tightened reporting deadlines and create relevant reports.• Ownership of the FY18/19 and FY19/20 Budgets.• Working with teams create reports into Sage from over eight accounting software.• Managing Tax and Audit for the Group in FY 18/19.

Recruited by the CEO to improve controls and develop strategies for multiple client packages, primarily in the Hunter, Central Coast and Mid North Coast NSW. This includes clients with Consumer Directed Care (CDC), Department of Veterans' Affairs (DVA) and the National Disability Insurance Scheme (NDIS).This new role is to enhance income streams, margins, forecast, cash flow management, meaningful reports and develop KPI's.

Recruited by the CFO to improve and create the controls, systems and reports in the upcoming National Disability Insurance Scheme (NDIS). Northcott is leading non-for-profit organisation, providing programs and services for children and adults with disabilities and their families. Northcott is committed to building an inclusive society where people can live the life they choose. Northcott has over 13,500 clients and revenues of $50M. http://www.northcott.com.au/• Review balance sheet and improve reports and systems for 2015/16 Audit.• Review and improve monthly management reports including reduce time frame.• Review one-page dashboards from region including KPI’s.• Provide systems and controls for accruals and revenue recognition.• Create systems and controls for accounts receivables.• Provide monthly Board Reports.• Provide systems and controls in client management system (Carelink) to the NDIS portal.• Review detailed budget analysis and audit transition income from ADHC to NDIS.• Forecast month-to-month cash flows.• Workshops and provide systems for Aurion timesheets with CMS and Dynamics NAV. • Attended meetings for NDIA transition and Executive Team.• Manage team of eight including AP, AR and four Accountants.

Review management system, and analyse data and controls, including provide a suite of dynamic reports, dashboards and risk reports for the Consumer Directed Care packages.• Analyse revenue streams by multiple levels with a high level of revenues and costs.• Analyse overheads and calculating overhead percentages.• Identify over-spend client and reduce costs• Create and maintain customer data base: revenue, volume and profitability.• Review and process Dept of Human Services (DoHS) claims and reconcile payment.• Developed accurate forecast and tracking models• Create and analysis’ reports for utilisation, efficiencies and margins.• Liaise with operational staff, finance team and clients.• Involved in the DoHS for beta-testing for claims system.• Design and manage Detailed and Summary CDC Statements.• Analysis for the NDIS program.• DVA claims and reconcile payments.• Recommend system controls, procedures and processes.

Recommended by CFO for Kincare’s management system and controls, including a suite of dynamic reports to their Consumer Directed Care packages. • Liaise with Senior Leadership Team, operational staff and clients. • BudgetTools, forecast, and provide cash flow and commentary for Board Reports. • Commercial modelling with multiple levels. • Establish dynamic reporting and national dashboard. • Identify over-spend client (15%) and reduce costs ($1.08M p.a.) • Review for M&A for CDC providers. • Statutory and compliance. • Recommend system controls, procedures and processes.

Transport for NSW (TfNSW) is the lead agency of the NSW Transport portfolio and owns the non-metropolitan rail networks in New South Wales, comprising: •The Country Regional Network (CRN) is owned by TfNSW and managed by contracted rail infrastructure manager, John Holland Rail (JHR).John Holland Rail (JHR) became the rail transport operator of the Country Regional Network (CRN), responsible for operation and maintenance for 10 years with a contract value of more than $1.5B. This includes: * Finance variations and report of service contract with TfNSW and John Holland Rail. * delivering rail operations and maintenance services on behalf of Transport for NSW. * providing network access for our freight and passenger rail customers * maintaining more than 6,000 kilometres of existing rail infrastructure throughout regional NSW * providing property management services for more than 1,200 property assets in the CRN. * Variance analysis of overheads and overspends, including volume v cost. * Review and analysis of all variations, engineering spend and maintenance costs. * Review of documentation, systems and processes and provide recommendations. * Detailed analysis and recommendations for 2013-14 budget. * Provide a cost to complete of the 300+ Projects and analysis. * Review non-core equipment and maintenance. Saving $4M p.a. * Risk management, compliance and analysis. * Audit Team with PwC in the 2012-13 audit.

Simon has contributed to the finance and commercial functions in a range of industries including manufacturing, construction, Services and Support, and multi-million dollar projects in the infrastructure industry. This includes projects such as the financially successful $120M Mardi-Mangrove Link Project (MMLP) and the $225M Digital Train Radio System undertaken by UGL followed on the $190M Country Rail Contracts (CRC). Both MMLP and CRC are managed by the John Holland Group,Simon worked with the Country Rail Network reviewing and improving the process, reports and annual budgets, currently $171M, to improve the returns and transparency for the relevant stakeholders.Simon has a passion for bridging the commercial gap for non-financial managers in regional offices and operational managers. Building detailed analysis and forecast incorporating lean and agile thinking. Specialties: ► Multi-site management,► Project Cost Containment & Revenue Management,► Corporate Governance & Risk Management,► Business Process Improvement,► Continuous Improvement.

Appointed by the Senior Commercial Manager, 2IC to the Project Director, of the $225 million Digital Train Radio System (DTRS) to provide a full and comprehensive cost to complete forecast, open-book operational and management three tier reports, and, as part of the migration of the project from the Infrastructure division to Rail division, detailed report to give confidence of the spend and cost-to-complete to the Rail Division and external auditors. DTRS is a Systems Engineering project and consists of design, construction and maintenance of a complete communication network (GSM-R Technology) for train safety and control throughout RailCorp’s entire electrified rail network. RailCorp’s current analog radio communication system, known as MetroNet, is coming to the end of its serviceable life and will be replaced by the DTRS. Major achievement and duties included: Restructure of Project forecast from Infrastructure Division to Rail Division. Provided real-time progress reports in regard productivity and control. Provide a cost to complete of the Project and analysis.  Cost-benefit analysis for lease v purchase/sale. Optimum value $1.4M Analyse and reduce non-core site equipment. saving $1.2M p.a.  Review documentation and potential variations of Contract. Detailed bottom-up cost to complete approved. Lead and complete DTRS internal Audit and compliance. Taxation impacts and reviews. Provide detailed dynamic reports for roll-out and dashboards. Process mapping and procedural improvements.

Industrea Ltd IMT Division, of this $467million mining products and service company. IMT is a leading provider of innovative design and engineering, with clients such as BHP Billiton, Anglo American and BMA. This division sectors in Australia, South Africa, Russia, and Chile. Provided leadership, direction and management of the finances and accounting of the company for; Analyse revenue streams by project, systematizing project spend and margins. Identify growth regions and establish controls and reports. Create newly synchronized reports implementation of budget and forecast. Cash flow focus, asset management and stock take control.  Stock purchase reduced to in line with sales pipeline: reduction of stock $6M.  Maintain and reconcile the Fixed Asset register. Reduction of debtors by 50% averaged aged debtors. Interest impact $250K  Optimise and capture R&D Returns. Saving $240K FBT returns and statutory reports to be consolidated at Head Office level. Month end, year end reporting including BAS, FBT, R&D and PAYG. Federal and State financial regulations such as ASIC, ATO and superannuation. Detailed re-forecast for GE (General Electric Co. – International NYSE: GE) acquisition. Managed a team of five.

Joined Kincare for the acquisition of the Stanhope Group. Provided analysis and accounting functions for; Mergers and acquisition function including mapping, reports and budgets. Analyse revenue streams by project, including private and governmental. Integration costs and synergies associated with economies of scale.  Consolidate and merged two entities.  Saving of $10M with reduced overheads by 40%. Liaise with bankers and insurance providers for acquisition.

Provided leadership, direction and management of the finances and accounting of the company for; Project Team delivered on time and $5M under budget. Provide financial reports for Federal Funding (SEWPaC) and Local Councils (GCC / WSC) including annual reports. Analysis of construction, project management costs, variations and claims.  Provision of claims and contingencies reports. Analysis of project forecasts, contingencies and cash flows. Lead audit for both local (WSC) and federal (SWEPaC) audits and compliance.  Involved on the Tender process and manage contracts variations. Attend Project Group Committee Finance Sub Committee.

Appointed by the MD of Maxwell Recruitment for direction, guidance and stewardship for the start-up enterprise phase with a focus for sustainable commercial growth. Tasks include; Provide bottom up budgets and modelling with activity, margins and cash flows. Secure debtor funders for growth. Liaise with senior blue chip clients for contracted trades and coverage. Direction and mentoring for accounting and administration team of two.

Provided leadership, direction and management of the finances and accounting of the company including; Provide financial/commercial advice and support for seven Branch Managers. Provide bottom up budget with activity, margins and cash flows. Strategically reduce debt and increase gross profit. Full governance including statutory taxation and FBT returns. Federal and State financial regulations such as ASIC, ATO and superannuation Full audit and compliance including systems and procedural improvements. Analyse non-profitable branches and clients with a review as to optimisation. Restructure two branches from loss to marginal profitability. Analysis of revenue and margins to optimise and determine priorities. Reduced Workers Compensation costs by 40%, adding value $650,000p.a. Managed a team of eight including the payroll team of five.

Provided analysis and reports and Ministerial Reports for; Review and consolidate Non-Government Organisation database. Funding review and liaise with Regional Managers and Asset Manager. Document system and procedural matters.  Budget submission and review and analyse for Treasury. Attend and provide reports for Benchmarking (Hospital Funding) Committee.

Provided leadership, direction and management of the finances and accounting of the company for; Liaise with four Site Managers for financial/commercial advice and support. Project management, budgeting, forecasting and planning.  Full treasury including Statutory taxation and FBT returns. Federal and State financial regulations such as ASIC, ATO and superannuation. Analyse non-profitable sites with a review as to optimisation. Inventory control including six-monthly stock takes. Maintain and reconcile the Fixed Asset register. Cost accounting includes customer volume, profitability, debt and risk analysis. Manage service contracts reports and variations. Merger and Acquisition of regional entities and Joint Venture activities.  Attendance at Board meetings and secretarial duties. R&D Returns. Managed a team of four.

Provided leadership, direction and management of the finances and accounting of the company for; Successful up-rate of 6,500 customers across region. Increase 10.6% Successful of up-rate of Council service fees. Revenues increase $300K pa Acquisition of various waste entities. Overhead reductions and tightened operational costs. Financial involvement with 2006 Gosford / Wyong Waste tender. Outsource non-operational assets: impact on $14M cash flow. Involvement with Brambles Divesture of Cleanaway Aust to Kohlberg Kravis Roberts (KKR)

Provided leadership, direction and management of the finances and accounting of the company for; On-site management for clients including BASF Plc, Caterpillar Inc., Sanofi-Aventis, Lever Faberge. Detailed analysis of Reports and deliverables Introduce mobile site-supervision for TWM.  Successful completed plant shutdown on time and under budget. Increased non-scope works, impact of three-fold gross margin.

Joined as consultant for the sale of Pan Pacific Training Company. Responsibilities include ; Assess and re-evaluate profitability of various sectors of accreditation. Bench marking against competitors. Establish finance procedures, documentation and reports. Five year forecast for equity sale including audit and due diligence. Taxation reports, review and optimisation.

Provided leadership, direction and management of the finances and accounting of the company for; Monthly financial reports: incl four sites and Trust accounts for the Board. Responsibility for budgeting, forecasting, reporting and ad-hoc reports. Re-evaluating the profitability of the relevant offices. Full treasury, taxation BAS, GST, PAYG, FBT, Payroll Tax), audit matters and Professional Indemnity Insurance. Reducing end of month reports from 30 days to 7 days.

Provided leadership, direction and management for; - Dfilm as Financial Controller (1999); Fully modeled P&L, balance sheet and pay back for new enterprise (Dfilm).  Liaise with film Producers and funding including tax breaks. Cost cutting 40% and identify break even. - Queensland Laboratories - Branch Manager (1997-1998); Full Responsibility for sales, marketing and production. Preparation and submitting monthly reports to the Groups' Board. Liaise with films Producers, Directors and Cinematographers. Films including The Thin Red Line, Paperback Hero and Pitch Black. Identifying niche markets with NPV return in eight months. Broadened facilities. Doubled sales and increased profit four-fold. - Company Accountant (1990-1996)