I supported the newly formed commercial team to deliver some key Government projects.Deliverables:• Designed a complex affordability assessment calculator to support decision making. • Provided technical support to negotiations with individual tier 1 and 2 banks on the nature of the Kāinga Ora customer affordability assessments, leading to two out of four tier one banks being onboard with the product for launch.• Production of scenario and portfolio risk analysis for the NZ Treasury and MHUD teams to facilitate the approval of the product by the Minister of Finance.• Worked with Central Finance to ensure tax and financial treatment for the product was agreed and documented.• Successfully negotiated agreements between Kāinga Ora and MHUD in order for the product to go live as planned.• Delivered all training material and workshops.• Delivered an ambitious IT system using Microsoft Dynamics 365 and Power BI, including customer portals and back-office systems. Key features of the IT design and delivery are described below: o The IT design successfully leveraged customer self-service and automated back-office functions where possible, to enable high volumes of applications to be processed by small operational teams.o The design also removed several financial and technical barriers that traditionally make it harder for shared owners to staircase out of similar arrangements, reducing transactional costs for both the shared owner and Kāinga Ora to the point where the purchase of an equity share could be as low as $1000. o Delivered over two focussed phases to ensure the product could go live in line with Ministerial expectations, each Phase went live within 3 months of the user stories being completed, including build and testing. This was a huge achievement for the first cloud-based system Kāinga Ora has implemented. The project was deemed to be such a success that the processes followed are already being replicated to deliver another new product.

The KiwiBuild initiative is a key priority for the Government. The programme provides the opportunity for a step-change in the housing and construction sector by increasing land and housing supplyDeliverables• Designed and implemented systems and procedures to assess financial risks associated with proposed commercial deals related to the delivery of KiwiBuild Homes. • Designed and implemented systems and procedures to assess ongoing portfolio risk.• Delivered clean Audit NZ audit results within MBIE and HUD relating to the KiwiBuild programme. • As the principle point of contact between Audit NZ and the KiwiBuild unit, I managed the audit process, leading to a clean audit for 2018/19 financial year, under an environment of great scrutiny.• Ensured significant improvements in the scope and robustness of financial analysis were implemented within KiwiBuild, including wider portfolio analysis and the use of wider industry data.• Lead all forecasting and budgeting exercises for KiwiBuild including a significant reforecasting exercise, due the rapid ramp up of the KiwiBuild unit, managing this process from end to end, culminating in the writing of a Ministerial briefing to adjust appropriations. • Ensured the KiwiBuild unit worked successfully with the Ministry of Business, Innovation and Employment; and successfully transition to the Ministry of Housing and Urban Development.• Joined the Kāinga Ora financial transition team as the KiwiBuild SME to ensure a smooth transition to Kāinga Ora―Homes and Communities.• Provided detailed guidance to the Kianga Ora transition team regarding the ongoing funding requirements of KiwiBuild including recommendations for the restructuring of current appropriations. • Provided significant support in the design of a CRM database to manage the KiwiBuild contracts and property• Successfully trained a significant portion of the KiwiBuild Finance and Risk Team.

Responsibilities• Ensure the Operational Service Agreements between the Department of Conservation (DOC) and the NZ Defence Force (NZDF), required under the Fire and Emergency NZ Act (2017), were co-designed, drafted, negotiated and agreed.• Identify the large number of relationships, contracts and informal arrangements, that are integral to providing a rural fire response, and ensure they are transferred, replaced, or enhanced. This was identified as the area at most risk within the Governance, Strategy & Performance work stream. Deliverables• DOC Operational Service Agreement signed. Representing a significant commitment by DOC of 330 firefighters, 66 team leaders, 70 regional and national incident management staff. Annual funding of $1.9m and a commitment to pay for the cost of all fire suppression when it originates on Public Conservation Land. • NZDF Operational Services Agreement content agreed. Representing the reaffirming of operational interactions between FENZ and NZDF.• Identified the requirements for and negotiated transitional agreements with 51 of the 67 territorial authorities within New Zealand.• Identified risks to operations requiring significant engagement with the plantation forestry sector, which covers over 1.7 million hectares of land across the country. This engagement culminated in the design and signing of a Plantation Forestry Charter between FENZ, NZ Forest Owners association and NZ Farm Forestry Association, and detailed legal contracts with forest owners/managers covering approximately 40% of the sector.• Identified and developed an opportunity to pilot a fully outsourced model of rural fire delivery, managing the negotiations and eventual contract completion.• Ensuring a number of supplier contract were produced for essential services which could not transfer to FENZ under the terms of the Fire and Emergency NZ Act (2017).

Annual turnover of approx. £1m contributing £0.5m to the bottom line, over a customer base of about 80The GiroVend product is a cashless point of sale solution that will go end of life in 2017, due to legislative changes and a decision to stop future development works. Having failed to sell the product outright a deal was secured to work with a competitor to look to transition our customer base to them on a commission basis. (I managed the initial partner selection process towards the end of my previous role)Responsibilities:-• Ensure all legal agreements were put in place between G4S and our chosen partners• Fully manage the relationship with our partners, effectively acting as a BDM in customer meetings • Manage day to day operational issues on the account• Personally responsible for all correspondence with customer base over end of life period and providing introduction to our chosen partners• Organise physical meetings where possible to introduce our partners and assist their sales teams in converting our customer base• Provide single point of contact for customer concerns and transition planning. • Produce financial models that will dictate overhead reduction requirements as customers look to transition.Achievements:-• Ensured that physical meetings were organised with all major customers over aggressive timescales.• Successfully laid the foundations for successful transitions of a major part of the customer base• Provided simple robust calculations that allowed for overhead reduction to be managed seamlessly• Achieved full objectives and received full completion bonus

Turnover approx. £450m raising to £650m during 2012 Olympic year)Responsibilities:-• Management accounts, decision support, accounts payable, accounts receivable, payroll, fleet departments. 7 direct reports, overall team size 60, with dotted line reporting for 8 commercial analysts, and a further 40 accounting staff• Cash flow control• Financial control over multiple systems and locations• external and internal audit• Local, regional and group reporting and all FP&A• Budget and Forecasting cycle• Statutory accounts• Financial modellingAchievements:-• Acting CFO for a 6 months during Olympic recovery project • Taking a strategic role in the business overheads redesign, reducing the annual overheads by £7m • Personally delivering £0.5m of annualised savings by redesigning the finance department, 12 head reduction• Change agent for a £20m project to transition the business’s transactional finance teams to a UK wide Finance Shared Service Centre using a SAP platform, successful transition in Jun 2015• Lead the design of the FP&A stream for the regional centralisation program covering multiple business units with annual revenues in excess of £2.5 billion• Introduced numerous salary sacrifice schemes• Integrated a £20m Technology business into our structure in 2013 to create combine Fire and Security systems offering, set to see growth of 23% in 2015• Providing blue prints and project management expertise to transition a further £100m of business based in the UK, Republic of Ireland, UK Offshore Islands into the Shared Service Centre. • The UK management team was given direct control of the loss making Irish business in Feb 2014(T/O £50m). Personally provided financial support for project, leading to £2.5m profit by Dec 2014• Consolidated legal entities 18 to 8• Cash flow delivered in line with group expectations despite credit and billing team being at risk of redundancy for 15 months• Identified £0.8m of P&L benefit lost within the BS

Annual turnover of approximately £900m spread across 15 countries (Europe and Canada based). Through the 4 years in this Division I have had two promotions, going from Finance analyst to Senior Finance analyst to Finance manager. Responsibilities:-• Managing the forecast, budget processes and actual reporting• Conducting an annual financial reviews for each business unit. • Producing executive reports for the Divisional CEO• Responsible for financial training and integration of new companies • Providing accounting guidance to companies in line with IFRS• Providing direct assistance to companies to resolve complicated financial/operation issues• Part of the Divisional Capital Expenditure Committee, reviewing and validation all capital expenditure proposals and ensuring post completion reviews are conducted• Part of the Cash Reconciliations Team helping to introduce Global Cash Management Standards, to G4S globally• The Cash Reconciliation Team also act as Global Cash Management Experts to help to defend against large cash loss claims from financial institutions, providing expert support for local G4S businesses• Responsible for management and development of one direct report• Regularly required to present at conferences and to senior management• Provided ad hoc analysisAchievements:-• Solely responsible for providing financial support for a new product implemented in the market which brought in additional revenues of circa £50m per annum• Conducted all financial modelling / company valuations, synergy calculations, due diligence and stakeholder meetings for several new acquisitions and disposals• Redesigned all Divisional reporting• Identified a large instance of fraud in a Tanzanian cash centre (circa £1m), developed and implemented new processes to mitigate this risk in future• Ensured profit, cash flow and KPI targets were achieved through trading reviews and the introduction of specific initiatives