Wholesale and retail wine sales, business development and marketing opportunities, events and sponsorship.

Joined Avant Mutual to build and launch Doctors Wealth Management, specifically to provide a high-net-worth, private client financial advisory service to doctors. Launched in September 2020, DWM had 6 advisers nationally and was self-licensed. Selected as Responsible Manager and the Key Person on the Aust Fin Services Licence (AFSL), and Chair of both the Investment and Insurance APL Committees (informs the product services able to be delivered)

TIQK is a regulatory technology start-up. Had full accountability and responsibility for all aspects of business growth and performance. Joined TIQK prior to launch of the first market viable product, having been a member of the Advisory Board since inception. App built to check output and content of advice provided.Business grew to have multiple products in market, and commercial trials underway with some of the largest financial institutions and professional service firms in Australia.

My role as a Director focused on business performance and governance.

Responsibility for all aspects of the organisation’s performance. Managed a team of 32 staff in Sydney, Manila, and Mumbai, across both traditional accounting and tax advice, and outsourced CFO / Finance teams.

Paladin Sports is a bespoke sportswear manufacturer, dealing with sporting clubs and corporate clients across the globe. Responsible for driving sales across Australia and contributing to global growth. Managed all aspects of pricing, business development and client management in the Australian market.

I was appointed to the Board to represent smaller Chambers across the Hunter Valley.

Built and managed my own full-service financial planning business. Used strategic planning, customer management and networking skills to establish this business to support customers who had been made redundant through the mining downturn in the Hunter Valley region.

I ran for Parliament as I believed I could make a difference in my community.

In this role I was a voice to government for the business people of Maitland.

Led a team of 130 staff to achieve a range of KPIs from Financial to Staff & Customer Engagement. Essentially a sales management role with P&L responsibilities. Additionally, this role required development of partnerships within Westpac, and across the broader community within the Newcastle Region.

Established own consulting business with a view to consulting to the financial services industry on all aspects of AFSL Licensee and Dealer issues. A summary of key engagements below: • An 8-month engagement for a Licensee in Perth as the acting CEO and Company Secretary. This licensee had approximately $600M in FUA, predominantly in direct equities and serviced through an MDA. • Completed a 12-month engagement to a medium sized Licensee (200+ advisers) as their Chief Operating Officer. Responsible for the day-to-day operational management of the business, as well as ensuring the delivery of the Compliance and Risk Management, Paraplanning, Research and Financial Planning software functions. Represented the Licensee on the Investment Committee for both Managed Funds and Direct Equities and was Responsible Manager for the AFSL.• Completed a large remediation program for a multinational financial services organisation. This engagement required negotiation with the regulator and approximately 400 clients and transformed a $13M problem into a $3M solution for the company. • Completed an engagement to advise a small financial planning business ($50M FUA) on the development and implementation of their value proposition, and pricing model. This required a complete overhaul of their client service model, a reprice of their services, and the development of a communication and implementation strategy.

The COO role encompassed the leadership of the Dealer Services team, as well the provision of strategic & financial support to the Executive Director. Also continuing to act as the MD of ING Financial Planning. Development of the new operating model and implementation of an organisational restructure to enable a smooth transition to the new operating model

Responsible for the development of a start-up financial planning business, utilising the orphan client base of ING and with an equal focus on both the investment and insurance needs of clients. Initially commencing with 2 advisers in early 2004, to a full-time staff of 45 (of which 27 were in advisory roles) to a December 2006 restructure, built ING Financial Planning into a fee for advice dealership providing full scale advice to the mass market, as well as being the industry’s first large scale adviser succession incubator.

Working closely with the Executive Director to manage the Dealership, my responsibilities included operational decision making, Board reporting and attendance, P&L responsibilities, fund manager relationships and management of the management team. Also chaired the Proprietor’s Advisory Council and presented in various forums to advisers, Proprietors, and staff.