To provide you with an understanding of the extent of the skills and experience I bring to my Mentoring and 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
- Responsible for marketing, sales, finance, HR, IT and operations functions
- Mentored team of 12 highly experienced and talented salespeople.
- Specified and implemented a new customised kitchen bill-of-materials and project costing system which provided accurate project profitability statistics, and ease of use for sales team. Achieved 20% increase in profit margins in following 12 months.
Caesarstone – General Manager, Queensland
- Established State Operations for this National Company, at that time part of the Harvey Norman Group.
- Set up State warehouse/showroom, implemented Operational and Financial Systems, recruited a high-quality sales-team, provided mentoring and sales training and as a result, achieved profitability within 12 months.
- Personally established close business relationships with the owners or management of all our key customers.
- By January 2007 sales, on a population basis, Queensland was equal to Sydney and Melbourne, which had been operating for 5 and 3 1/2 years respectively, before we opened in Queensland.
Australian Kitchen Industries (AKI) – Managing Director
- Led management buy-in to Nobby Kitchens, renamed AKI, in October 1997 with private equity provider Hambro Grantham Private Equity.
- Recruited and led a dynamic highly motivated sales team
- During 6 years as CEO, grew AKI from a company with annual turnover $10m and loss of ($2m) in NSW to become the largest kitchen company in Australia, with $65m turnover, EBIT of over $4 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 and securing quality facilities and people in those States.
Optus Communications – Finance Director
- Director of both Optus Communications and Optus Vision.
- During my tenure, Optus achieved its maiden profit (At the EBIT level).
- Member of team overseeing acquisition of Optus Vision, originally a joint-venture, and integration into the Optus Communications business.
- Negotiated and completed the sale of the company’s 25% stake in its service provider “One Tel”, which resolved contentious service-provider issues for the company.
- Successfully secured $2.6bn loan facility from syndicate of 18 banks at exceptionally low interest rates, saving over $2 million in annual interest costs.
Australian Consolidated Press (ACP) – Chief Financial Officer/Chief Operating Officer
- ACP was largest magazine company in Australia. Achieved EBIT of $125 million in 1994 / 1995. Was Responsible for all financial functions, computer services, magazine production and distribution.
- Renegotiated company’s paper procurement and printing contracts providing 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 and provided in-depth analysis, insights and recommendations to the monthly Board meetings.
- Established fuel-price research and analysis team and gained approval from main board and finance committee to make forward purchases of one third of QANTAS’s aviation fuel requirements at fixed prices. As fuel prices increased from $21/barrel to over $75/barrel, over next 5 years, made multi-million-dollar savings in fuel costs.
- Played key role in profit turnaround from loss ($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.
- Active member of the board of Air New Zealand (On behalf of QANTAS – 25% Shareholder at that time), and 5 Qantas subsidiaries, including Thomas Cook and Qantas Superannuation.
- Member of small executive team that oversaw the acquisition and integration of Australian Airlines operations into Qantas. The team was able to achieve a successful integration which resulted in multi-million $ savings.
- Restructured And streamlined all divisions of finance organisation, including FP&A, accounting, taxation, insurance and major treasury function.
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%.