To provide you with an understanding of the extent of the skills and experience I bring to my Consulting Business, I have provided below details of some the Companies I worked with during my corporate business career, my responsibilities and key achievements:
Harvey Norman – Director/Franchisee Kitchen Renovations
- Reported to Gerry Harvey- Chairman, and John Slack-Smith-Group COO
- Created a new kitchen business concept (based on the proven European model) and a new kitchen brand for the group that had the potential to become the National market leader in supply of kitchens.
- Designed and built an outstanding website, the first in Australia where customers could design their own kitchen online using our 3D kitchen planner, and purchase their kitchen online.
Caesarstone – General Manager, Queensland
- Established Green field State Operations for this National Company, at that time part of the Harvey Norman Group and implemented complete range of Operational and Financial Business systems.
- Set up State warehouse/showroom, built a quality sales team and achieved profitability within 12 months.
- Within 18 months sales were, on a population basis, equal to those of NSW and Victoria, which had been operating for 5 and 3 1/2 years respectively, before we started in Queensland.
Australian Kitchen Industries (AKI) – Managing Director
- Lead management buy-in to Nobby Kitchens, subsequently renamed AKI, with private equity provider Hambro Grantham Private Equity.
- During my 6 years as CEO, AKI grew from a company with an annual turnover of $10m and a loss of ($2m) in NSW to become the largest kitchen company in Australia, with a $65m turnover, an EBIT of over $3 million, and operations in 3 States (NSW, SA and Queensland).
- Acquired two successful kitchen companies in other States as part of strategy to achieve faster geographic growth, securing quality facilities and people in those States.
- Successfully negotiated a significant bank facility with ANZ Bank which obviated the need for further investor financing.
Optus Communications – Finance Director
- Director of both Optus Communications and Optus Vision.
- During my tenure, Optus achieved its maiden profit (At the EBIT level).
- Responsible for securing $2.6bn loan facility from syndicate of 18 banks.
- Actively involved in overseeing the acquisition of Optus Vision, originally a joint venture, by Optus Communications and its integration into the Optus Communications business
- Negotiated and completed the sale of the company’s 25% stake in its service provider “One Tel”.
- Chaired advisory committee that prepared Optus float prospectus, and negotiated share sale strategy with financial institutions (subsequently deferred at the last minute for 18 months).
Australian Consolidated Press (ACP) – Chief Financial Officer/General Manager
- ACP was the largest magazine company in Australia. Achieved PBIT of $125 million in 1994 / 1995.
- Responsible for all financial functions, computer services, magazine production and distribution.
- Renegotiated company’s paper procurement and printing contracts which provided ACP with major competitive advantage and increased profitability.
- Successfully negotiated with major supermarket chains to carry a significantly increased range of ACP magazines.
- Part of the Consolidated Press (Holding Company) team that negotiated with institutional shareholders to gain approval for the merger of ACP and Channel Nine to form PBL.
Qantas Group – Chief Financial Officer
- Presented financial performance results to the Board at monthly meetings.
- Member of the board of Air New Zealand (On behalf of QANTAS – a 25% Shareholder at that time), and 5 other operating subsidiaries, including Thomas Cook and Qantas Superannuation.
- Deeply involved in acquisition and integration of Australian Airlines,
- Joint chair of due-diligence committee for public float and sale of 25% equity to British Airways.
- Responsible for all aspects of finance, including taxation, insurance and a major treasury function.
- Significant role in profit turnaround from loss of $300 million in 1990 / 91 to EBIT of $156 million in 1991 / 92, by focussing resources on profitable routes, improved margins and load factors (i.e. seats filled), and staff reductions of over 2000 people.
Sunbeam Victa was a manufacturing company with three divisions, all of which were market leaders in their industries in Australia and New Zealand. Annual turnover was A$180m.
- Appointed Finance Director when Australian Company was acquired from US Parent by local venture capital group.
- Improved EBIT from $0.7 million to $16 million, in first 2 years.
- Rationalised product ranges and implemented price structure reflecting market leadership position.
- “Total Quality Control” and “Value added management” implemented, warranty returns reduced by 40% in the first 12 months. Installed integrated manufacturing and accounting system (MRP2)
Appointed CEO when previous CEO retired due to ill-health. Due to adverse industry and business conditions, re-negotiated facilities with bankers and implemented aggressive cost cutting measures as part of that process.
Dubai Aluminium Company (DUBAL) – Finance and Computer Services Manager
DUBAL was the largest, non-oil, industrial company in the Middle East. The company had an annual turnover of US$200 million and employed 1,300 people.
- Head of Finance function reporting to CEO responsible for Finance and Accounting, and Computer Services. Managed banking relationships through periods of critical cash shortage.
Undertook total operations review covering all departments and levels of management and reduced overhead costs by 25%.