Experience

Ronald McDonald House Charities New Zealand

• New Zealand
• Non-profit Organizations
• 1 - 100 Employee

• Chief Executive Officer

  • Jan 2015 - Present

  Primarily responsible for Strategic Development & Planning of the RMHC Mission in New Zealand. Expanding reach to support more New Zealand Families whose children face a medical crises and the journey they must navigate, is a key National driver that I am responsible for. My focus and responsibility for delivering mission across the country is on the following: Culture and leadership, People , Culture and relationships are the most critical elements needed to ensure that families who stay with us receive the vital support they need. Reporting and Financial Performance: In today's competition for the donor and supporters dollar, transparency and accountability are paramount. Operational Management: Being an excellent steward of the funds we receive and convert into bricks and mortar comes down to ensuring operational excellence. Championing sustainability initiatives, Health & Safety Compliance and rigorous maintenance all form part of the responsibilities here. Finally but not least, as a friend and colleague of mine would say "No money, no mission" Thinking boldly and innovatively in growing and expanding mission funding is how I look at solving that annual cycle of need. Show less

• Global Advisory Council Member

  • Jan 2014 - Nov 2017

  The RMHC Global Advisory Council is a group of representatives from the network of RMHC/RMH Chapters. The Council contributes to expanding global reach, strengthening the network, and mobilizing support for the RMHC Mission and activities. They serve as advisors to the RMHC Global Team, bringing attention to important issues, sharing perspective as leaders and activating global initiatives.The Council works collaboratively as a group and within a structure of three committees aligned with pillars of the RMHC Impact Strategy: Brand Activation, Financial Sustainability, Organizational Effectiveness.U.S. representatives are nominated and elected by U.S. Chapters; Non-U.S. representatives are invited by RMHC Global. Show less



Ronald McDonald House Auckland New Zealand

• Hospitality
• 1 - 100 Employee

• CEO

  • Jun 2010 - Dec 2014

   Development, Implementation and achievement of RMHA Mission, goals and strategic plan.  Provide Leadership, Build Talent & ensure succession planning for a Team committed to the development of RMHA  Develop a culture of high performance and openness to change  Fiscal Management (Cash flow operations capital and asset maintenance)  Marketing & Business Development and Planning  Focus on service delivery for all constituents.  ICT Plan Development & Implementation  Develop first class relationships with all stakeholders.  Community Engagement  Board Reporting & Advice Show less



Orthotic Centre

• General Manager

  • May 2006 - Jun 2008

  Revenue: $8m Staff: 40+ Locations: 4 (Nth Island NZ) My role at the Orthotic Centre was to transition the company from private ownership, to be part of a fast paced, innovative publicly listed company (Abano Healthcare). The company now has a fully integrated business, marketing & IT plan supported by a 5 year budget. The Orthotic Centre now has the basis of a first class reporting & financial system. Through a recruitment and management restructure process that I initiated over the past 12 months, the centre now has a senior management and clinical team that are of world class standard in the Orthotic field. As part of the marketing plan, I developed closer ties with international suppliers and successfully captured exclusive distribution rights for several new products. Through my efforts at tradeshows and meetings with key stakeholders the company now has a far better profile and this is opening new opportunities. Achievements: Successfully negotiated a multimillion dollar contract with the Waikato DHB, which combined several funding streams into one contract, effectively saving the Midland centre from closure. Despite significantly increased costs Revenue & EBITDA are running ahead of budget. Developed & Implemented 1, 3 & 5 year business plans and budgets. Developed & implemented a marketing plan which has significantly increased non DHB/MOH revenue. Recommended & Implemented Phase 1 of a 3 phase ERP system and bought the project in on time and 20% under budget Have recruited new management, clinical & technical staff from around the world to ensure world class industry and business skills and succession planning Trade show and Key stakeholder initiatives have created many new opportunities and a possible acquisition Overhauled Board reporting to provide more detailed key reporting Show less



Prosthetic Eye Institute

• General Manager

  • Sep 2002 - Dec 2004

  Revenue: $USD 2m Staff: 8 Locations: 8 (Florida, USA) This role in the United States had a very heavy emphasis on sales and marketing, especially where I was expected to meet with world class doctors and professors to explain our business and its unique selling proposition and influence their referral decisions. The role also required me to use all my previous experience to improve the company's returns and at the same time develop and implement more effective and efficient back and front office systems. This I achieved to great success, increasing patient numbers by over 50% and increasing the return to the owners by more than 15% per annum. Responsibilities: Overall control, direction and/or direct operation of all aspects of the business' operations. Achievements: Increased the company's turnover by over 15% per annum, while keeping operating costs in check. Redesigned, rewrote and created a more targeted and consistent marketing campaign. Through this process patient base increased by over 50%. The new marketing campaign and communications process significantly increased Specialist referrals in previously poor areas of the state. I completely redesigned the company's information systems and wrote a multitude of reports that the owners had never received before. At the same time I scoped, reviewed and recommended a completely new software package that would remove 2 full time equivalent positions from the front office. Show less



Gordon & Gotch

• ERP Implementation Consultant

  • Jan 2001 - Jul 2002



Independent Timber Merchants

• CFIO

  • May 1994 - Dec 2000

  Group Revenue: $450m Support Office Operating Budget $3m Support Office Staff: 20 Locations: 80+ (New Zealand) While at ITM my role was primarily focused on the management and reporting of the Financial and IT systems directly to the CEO and Board of Directors. One of my key KPI's related to the successful implementation of the organisation's strategic plan by managing key fiscal and IT information across all 80 odd sites. My work in this area helped to take ITM from a small band of Northland merchants into a nationwide chain, utilising the latest in information technology. This process increased net profits to most members by approximately 20%. Responsibilities: Overall control of the Company's financial reporting, operating capital, and financing funds. Provision of direction to the board of directors on capital funding and spending. Implementation of corporate policy, and development of key governance, and strategic planning initiatives Author of the Group and IT strategic Plan Development, planning and implementation of the group's nationwide intranet and E Commerce Plans. Deliver an efficient, well-trained and motivated staff for all areas of the head office activities. Accountability for all human resource, legal, environmental and social issues facing the organisation. Achievements: Implemented a 5-year strategic plan that increased sales 5 fold and revenue 7 fold. Developed the groups IT capacity into a fully integrated, financial and management reporting system. Implemented a nationwide intranet and e commerce platform to provide real time sales, product, and accounting information to members. Developed & integrated existing systems saving the company over $250,000 on new operating systems. Reduced costs, through the improvement of information processing and the reduction double handling Show less



KPMG US

• United States
• Financial Services
• 700 & Above Employee

• Audit Senior

  • Jan 1991 - Apr 1994

  Member of a three-person Senior Supervisor team in charge of the Fletcher Challenge worldwide audit In-charge of the North American Sector Heading up a business development project aimed at increasing the value of our services to clients In-charge of reviewing Fletcher Challenge consolidated financial reports for submission to the SEC Achievements: Funding flow models of North American sector, used as a model for group fund movements. Lead an audit team, to the largest increase in net billings, over a two-month period, amongst all audit teams. Show less



KPMG US

• United States
• Financial Services
• 700 & Above Employee

• Auditor

  • Oct 1987 - Mar 1990