Entered AD1 Holdings group as CFO & Company Secretary on the ASX. AD1 Holdings is an ASX-listed technology company focused on creating and investing in market-leading software businesses.Art of Mentoring provides best-in-class mentoring programs that empower organisations to shift culture and develop their people. Our customisable SaaS platform uses the latest technology to streamline administration and enable high-impact, strategic mentoring that delivers measurable results.ApplyDirect provides customer-branded recruitment marketing platforms and related digital services. We work with government, enterprise and SME clients to build talent platforms that bring employers and candidates together, streamline the recruitment experience and reduce costs.Jobtale provides a purpose-built recruitment platform that organisations can use to create appealing and informative job ads to attract top talent. Our highly customisable product enables users to add video, photos and employee-generated content to show candidates what it is like to work in a company.

Strategic advisor around financial and commercial planning. A new role to support the executive management team within the big bottle to small bottle marketplace disruption. Supporting transformational business model planning to drive sustainable revenue growth and positive FcF within the business.

We are a (D2C) Distillery to Consumer Experience company.Entering as CFO within the Liquor Loot team and assisting the founder Joel Hauer to grow the business within Australia and globally as we continue to build consumer experiences. To be the ultimate destination for liquor subscriptions and gifts, inspiring curiosity and reshaping interactions between consumers and distilleries, while promoting a responsible, sustainable, and interconnected vibrant community of spirits aficionados.Use this code to grab your initial discount on tasting packs and begin your connection with whiskey & gins like never before. https://liquorloot.co/GTzCtB

Led the integration activities for the finance work stream post the acquisition of Vault (ASX; VLT) - successfully met and succeeded targeted synergies.Assisted the group CFO on the H1 FY21 financial accounts, preparation and ownership of the Vault R&D activities for the year ended June 2020, integrated the financial data migration from Xero to Sage as part of the acquisition process.Achieved over $750k of incremental revenue by aligning volume of users with contracted volume. This enabled the creation of a database which was used for critical business analysis, reconciliation purposes & pricing strategies.

Chief Financial Officer & Company Secretary role within ASX listed company Vault Intelligence (VLT) who specialised in software development. The software was focussed on Health, Safety & Risk management platforms and more recently commenced Lone Worker applications. With c. $5m in revenue and 300+ clients we successfully positioned the company for a capital raise or acquisition. We eventually finalised a sale to ASX listed Damstra for approx. $100m & took a new role within Damstra as Head of Commercial & Global Partnerships.

Speciality corporate services tailored advice for mid-sized organisations that require greater capabilities within their corporate service functionality. Career is built around enabling organisations to grow successfully through a deep understanding of the business and sound commercial decisions. * Engaged with a community health care provider to perform an assessment on the finance team and assist CFO to identify waste and implement best practices across the organisation * Drove significant change and worked within the business to provide more timely and accurate reporting both internally and to external stakeholders* managed reporting timetable from 20+ days to working day 3 * Strong systems & process improvement specialist; over 30% productivity achievements on multiple engagements

Led the organisation of 45+ staff and 3k+ hospitality businesses with point of sale & BI reporting requirements. The company delivered software & hardware solutions across Australia & NZ. Achieved;- $1m+ growth in top line revenue | Held gross margins consistent in competitive market place | Transformed EBIT / profitability- Workforce transformation with role clarity & performance management objectives implemented- Undertook supply chain efficiencies and investigate adoption of new processes- Outsourced marketing function, leading to SEO, SEM and marketing funnel strategies re-engineered and clarity in performance metrics

Entered the business after posting a significant financial deficit. Within 18 months this financial performance had improved by over 100%. Initiatives were designed, proposed and documented - these then went through a robust selection criteria based on mandatory / compliance driven, high impact or discretionary. There were 20 projects / initiatives initially selected, however only 10-12 were actively worked upon through to closure before the next one was bought into the process. Outcomes- Drove operational efficiencies across the board, most particularly within the original $15m annual marketing spend, reduction of significant or extreme write-off's & better use of spending through economising rental space / tele-communications and other ad-hoc spending- Repayment of $10m of debt funding - High liquidity of cash on hand to service better hygiene loan activities- Turn around of the financial performance from deficit to surplusMy day-to-day responsible were for the finance team whereby I re-structured the team into better suited individuals to identified roles, drove reporting times down from 20 days to 5 days reporting timetable, implementation of financial controls, daily treasury reporting, board reporting transparency & liaising with debt holders

The RDNS group delivers health care services internationally across Australia, NZ & China to over 45,000 clients, by 2,500 staff requiring in 2 million + home visits each year accumulating with $170m revenue. Key challenges; Management of a community based health care provider, as the sector was embarking on significant sector reforms, an ageing population and whilst the entity was embarking on a merger / take-over due diligence process. Led the merger process from RDNS perspective, which led to successful merger and integration to form one of the largest healthcare providers in Australia.

Subsidiary challenges ; As RDNS NZ CEO, the initial key challenge was to establish a recovery to the overall business operation’s coupled with financial sustainability. Initial focus was to correct negative returns on income and cash management demands on the parent company.During my time estbalished strong working relationships with two major health contracts for District Health Boards & Accident Compensation Corporation (ACC).

Led the implementation of a new executive team and board. Took a role as CFO / GM Corporate services with responsibilities over;- Finance- Technology- Property- Legal- Office AdministrationWith the organisation of ~400 staff & $~30m revenue, we had to re-build stakeholder confidence and commercially turnaround the operating model into one that ensured sustainability, whilst also investing into the core operating tools, to assist with adopting a new operating model. - Turnover $30m & 375 staff, both front line and corporate office - Responsible for turning around business performance and laying the foundation for growth through re-engineering processes, technology alignment whilst establishing a culture of high performance and teamwork - Led the investigation into becoming a significant social housing player within the NZ. Property portfolio of circa. 150 social housing units, enabled a strong position & strategic planning into becoming a larger contributor within the social housing landscape- Led the over-haul of all internal systems and processes and re-built the team within corporate services to be 'true' business partners to the wider business. Created strong business relationships with key strategic partners- Led the development and implementation of an investment portfolio. Providing strong treasury function through use of surplus cash whilst achieving diverse income streams, capital growth and strengthening of the balance sheet

Rank Group is NZ's largest operating entity, however is privately owned by G Hart. This entity was purely an acquirer of businesses across US & Europe. My role was to ensure that the global systems were integrated under the acquisition path and ensured that we consolidate the group within covenant timeframes. - Led the execution of SIG Combibloc (turnover circa 1.630 billion EUR) which has been subject to a sale in early 2015 of approx EUR 3.75 billion- Led the execution for Reynolds Group Holdings (Turnover circa $14 billion USD) part of the packaging & consumer divisions of ParentCo - Financial execution of acquired entities into ParentCo, ensuring data accuracy, timeliness & reporting capabilities were available for all internal & external users of the financial information. - Day to day activities of the Crater Holt Harvey (CHH) businesses across NZ & Australia. CHH delivers wood based products & services to the Australasian market. #M&A #mergers #global systems

Significant time with major FTSE entities involved with either re-implementing global financial consolidation software or part of private equity with major M&A transactions with previously listed organisations;o Legal & General Group – re-implementation of financial consolidation software (£51,517m) – over 500 entities saving of 14 man day at reporting closes (quarterly run) – 12 month contracto Led the reverse takeover of a FTSE FMCG UK operator, Premier Foods plc (£767.4m, FTSE250) initiated takeover of RHM plc (£1.2 billion, FTSE100) – 12 month role re-implementing financial software and harmonisation of accounting policies, training and financial reporting to stock market o Resolution plc – drove private equity firm operating within financial services to FTSE50 within 4 years – solely responsible for creating financial software and consolidation, business intelligence reporting, dashboard creation and web based forecasting for over 700 entities, operating within Europeo Management consultancy – IBM Global Transformation team focussing on developing expertise within the Congas acquisition & to led client engagements on existing and new proposals to implement global financial systems. Key work was to work collaboratively with customers and ‘craft’ appropriate solutions – key achievement was the identification and re-implementation of Royal Sun & Alliance’s recent consultancy engagement to a more appropriate solution