Experience, scale and results

Led financial and commercial transformation as Group CFO & Company Secretary during a period of significant financial and operational pressure, with responsibility for strengthening performance, liquidity, governance and the business's readiness for future ownership options.

Led a broad value-creation programme spanning pricing, cost structure, commercial performance, working capital, governance, reporting and finance transformation, supported by forward financial planning and evidence-based modelling.

Audited financial statements show a $2.5M improvement in EBITDA from FY2024 to FY2025. The loss before income tax also improved by $2.5M over the same period.

BDO and Grant Thornton independently assessed the forward plan, initiatives and supporting evidence as part of their valuation work, supporting preparation for future ownership and investment options.

Led value creation, balance-sheet restructuring and operational improvement as Group CFO & Company Secretary across a complex multi-entity business.

Delivered a $2.6M EBITDA improvement and eliminated $14.5M of negative net assets through pricing and margin improvement, cost control, working-capital discipline, refinancing and balance-sheet restructuring.

Following the impact of COVID, difficult decisions were also required to wind down and liquidate non-viable operations, protecting liquidity and supporting the stabilisation of the wider group.

Led finance transformation as Program Director – Finance Transformation to the Executive Leadership Team following the consolidation of 10 institutes into one enterprise.

Led the transformation of finance operating models, governance, planning and performance management across 200+ finance people and an organisation with 1,200+ budget holders.

Implemented integrated planning, budgeting, forecasting and enterprise reporting, supported finance system modernisation and developed performance and analytics capability.

The broader transformation programme delivered $200M+ in enterprise cost-optimisation outcomes.

Led financial, commercial and operational strategy as Assistant Director & CFO, with concurrent CIO and Foundation responsibilities, across a national institution.

Increased self-generated revenue by 70%, contributing to a fundamental shift in the funding model from predominantly government-funded operations towards a substantially self-generated revenue base.

Led financial strategy, commercial accountability, systems, governance and performance across significant facilities, maritime assets, collections and commercial activities.

Established the finance function and commercial infrastructure for a rapidly scaling telecommunications business.

Built scalable financial processes, systems and revenue/commission models supporting a distribution network of 16,000+ retail outlets and subsequent growth to $250M+ revenue.

Led regional finance transformation as part of a global SAP programme.

Redesigned finance processes, governance and operating models across 30+ entities, and led the integration of four acquisitions into a new Tax & Accounting division.

Held nine finance and commercial leadership roles over a decade, supporting major technology, operational and organisational transformation.

Worked across profitability, pricing, costing, capital and performance disciplines, including Australia's first SAP finance implementation following a failed enterprise initiative and initiatives contributing to more than $100M of aggregate cost and margin improvement.