Joining the business as Group Financial Controller, I led the daily management of cashflow while identifying funding opportunities, stabilising the business following completion of its first major contract. In Aug 2019, I was promoted to General Manager Finance, and in partnership with the executive team, have driven the flexible scale and growth of the business. Supporting 5-year strategy, 3-year business plans and 18-month budgets, I hold financial responsibility for a multimillion-dollar turnover, CAPEX and corporate services budget. I lead 13 across accounting, commercial and IT, embedding a culture of continuous improvement and learning during a period of hypergrowth.• Played an active role in the 5-fold revenue growth of the business, forecast to double again by FY21, taking leadership accountability for finance to focus the MD on growth activities;• Secured critical funding in first 3 months and negotiated better cost of capital with providers, stabilising cashflow and establishing a robust platform for growth;• Established a best practice finance capability from the ground-up to continue scale and drive cost effective outcomes;• Secured best tax position for the business and best CGT outcome for shareholders;• Transitioned the business to be 95% paperless, with digital document access.

An executive leadership role with the Downer Group and Kier UK Joint Venture, I was accountable for improving the financial and operational performance and forecasts. Working in partnership with the Board, I set strategic vision for the business and corresponding tactical plans to mould individual State Government contracts into a cohesive brand. Throughout, I managed P&L and balance sheet of the multimillion-dollar turnover business, assisted State managers in developing OPEX/CAPEX budgets and created standardised policy and processes. My team included four State finance managers and a wider team of 16 finance professionals.• Transformed key contract performance, adding 4% to the bottom line via an improvement plan based on key drivers, data cleansing and commercial positioning;• Increased ancillary sales by 20%, leading strategic acquisition of a requited place and client agreements for high risk projects delivered on a cost-plus basis;• Balance company vision with compliance requirements, developing and presenting a suite of policies to the Board;• Realised significant annual savings by consolidating the JV treasury function under one bank and one expense management provider.

Initially appointed Finance Manager, I was promoted in 2016 to transform finance from a back-office function into a value-add business partner. A member of the leadership team, I partnered with the National GM across annual business planning and monthly forecast, providing accurate insights to guide the decision making process. During this period, I also led a business transformation separating transactional finance from business partnering, and as a result, released senior finance members to value-add activities, including procurement negotiations. With multimillion-dollar P&L responsibility, I provided leadership to 50 across end to end finance management, including cashflow management, accounting, billing and payroll.• Transformed finance into a business partnering capability and transition transactional finance to a national hub, raise awareness of the function as capable business advisors with positive impacts on profit;• Maintained employee morale and engagement during a period of significant change, providing visible leadership and clear communications throughout the process;• As Finance Manager, reduced month-end process by 40% through digitisation of manual processes; • Appointed Business Implementation Partner for ERP system upgrade from JDE 8.12 to 9.1, managing the change process and stakeholder expectations from design phase to go-live.

Joining Hanson in a mid-level accounting role, I built robust business knowledge and trusted business relationships to progress through a series of roles culminating as Chief Accountant, managing the operational finance team. In this role, I managed 4 direct and 2 indirect reports across financial and management accounting, tax, treasury and M&A, producing accurate timely information to a rigorous timetable. Throughout, I served as a trusted partner to finance, commercial and operational managers. • Provided a single point of contact for each business unit, subsequently enhancing the efficiency, quality and consistency of work;• As Quarry Cost Accountant (2006-2008), implemented activity based costing to provide the business with real line of sight over price of manufacturing production, informing pricing and sales strategy;• Appointed Finance lead on the testing of general ledger modules for upgrade of SAP from version 4.7 to 6.0.