Achievements included: - the implementation of a Risk Management program using Alyne software, - conducted a mini internal audit of all divisions ensuring compliance across the group was consistent in preparation for the external audit, - the development and implementation of a new SLOB calculation to be used across all divisions . - reviewed and updated Amotiv Finance policies - a resource for the sale of Davey Water Products to Waterco. - Acting Finance Manager at DBA for 8 months.

Responsible for month end, budgeting, year end, forex and working across the management team. A secondary project for Amotive (formerly GUD Holdings) to re-write the obsolete stock policy and re-calculate the provision for the whole group which was implemented after Audit Committee, Board and External Auditors approval.

Albi is a homeware wholesaler specialising in kitchenware, furniture, imitation flowers and greenery. Albi supply all major homeware retailers and a large range of independent stores. The role was responsible for Finance, Procurement and IT.

Placard Aust (Nov - Dec, 2019). Acquired by Assa Abloy. My role supported the CFO with mapping of reports, inter-co transactions, transfer pricing, new leasing requirements (IFRS16) among other tasks. Amotiv (formerly GUD (Aug 19-Oct 19)). Performed a due diligence on one major acquisition target and 2 other high level reviews. Filtec (Sep 18 to March 2020, May 2021) - provided a Due Diligence & Management report to Filtec NZ to acquire PFS in Melbourne. Prepared final stocktake & mapping of warehouse. Implemeted Kan ban for consumable stocks. Provided an asset register complete with depreciation and asset verification. Organized new accounts and terms with suppliers, organised leases for vehicles & a forklift truck and located off site premises to house 20 foot containers for product builds. Completed a Transfer Pricing Tax document between NZ & Aust. Boscastle Pies (July '18 to July '19). Acquired by Patties Pies. Initial contract was for 4 weeks to ensure monthly results & year end were completed. It then evolved into a role where I have driven the sales reporting, management reports, month end financial reporting, key metrics, the asset register, system upgrades including implementing purchase orders, loading up raw materials & creating Bills of Materials and build towards having a functioning ERP system.Scania Finance Australia (April 18) - short term contract to help write and test step by step training instructions for a new Finance Manager. GUD - (Nov 17 to Jan 18) - I was the key resource to integrate AA Gaskets into the Ryco Group (div of GUD) via tasks including changing banks, insurance, Workcover, educating management in month end reporting, monthly business review packs & training the accountant in the completion of the Cognos reporting pack.

Davey Water Products is a profitable marketer, distributor & manufacturer of water related products including water pressure systems, salt water chlorinators, fire fighters & spa controllers. Businesses are in Australia, NZ, France and Spain & exports to the world. My role was to partner with the management team and provide commercial advice. The role was repsonsible for Finance, IT & Export administration. Davey Water is a division of GUD Holdings, an ASX listed company

Boral Windows is a top end window designer, marketer and fabricator for the domestic housing market as well as manufacturing and distributing aluminium components to other fabricators for the domestic and commercial window markets. My role was to ensure the integrity of the financials and to lead the Windows business through a company-wide overhaul of its IT systems (Oracle implementation). A key task when I arrived at Boral Windows was to make it “Business Fit”, which was done via adherence to policies and providing clear and strong leadership. The business turned over $200m and was break even when I started and peaked at 5% EBIT in my second year

Co-ordinate all 4 manufacturing plants with budgets, month end results, management reporting, Capex management and sharing of information to improve each location. I attended operational reviews with the GM Operations who I reported to (along with the CFO) and enhanced my business acumen.

Cheltenham was the key plant to the group as it manufactured the laminates made for kitchen benches etc. The role was responsible for the financials at the plant including variance analysis, budgeting , standard costs, month end and YE reporting. Capital was a major part of the role as the plant was always in need of updating given the age of the equipment. IT and Payroll reported to the role as did 4 other finance staff including a management accountant and a trainee accountant..

With BTR Nylex taking over ACI of which Laminex was a division, Laminex were short of finance people to help integrate them into the BTR way. The CFO was a great mentor - he looked after the complex mfg businesses and I was the facilitator for the State sales and distribution businesses. It was a terrific introduction to Laminex and the coaching and mentoring that came out of that helped me become a Plant Controller at a young age and was critical in getting me to senior positions later on.

Marketing role and a junior member of the New Ventures team. Main project was to acquire Formica's world wide operation to fit with Laminex. My role was to research world laminate markets, particularly those that Formica were in and researching their competitors. The amount of information acquired was amazing considering there was no internet, let alone Google.