Experience

Emerald Coaches Pty Ltd
• Australia
• Truck Transportation
• 1 - 100 Employee
• Chief Financial Officer

  • Feb 2023 - Present


Halikos Group

• Australia
• Construction
• 1 - 100 Employee

• Chief Financial Officer

  • Nov 2021 - Feb 2023

  One of the Northern Territory’s largest construction companies, Halikos Group includes a wide portfolio with land development, hotels and hospitality, manufacturing and building supplies. Key duties in leading a team of 15 finance and ICT employees includes: > negotiating bank facilities and managing covenant and reporting requirements > establishing a fit-for-purpose management reporting function > cash flow forecasting, budgeting and consolidated statutory reporting > negotiating and renewing insurances > leading process improvement projects The owner managed business has shown considerable growth over 30 years and part of my role includes implementing contemporary, digital system and process improvements to enhance the quality of the output to owners, banks and other stakeholders. Show less



Neighbourhood Watch NT

• Board Member - Treasurer

  • Aug 2020 - Feb 2023

  Volunteer role as Treasurer on the Board of Neighbourhood Watch NT (NHWNT). Contributing to this community safety focused organisation by providing financial reporting and budgeting guidance and expertise, as well as negotiating funding agreements with the NT Police and engaging other government and corporate sponsors. Bringing experience of Board governance procedures to enhance the NHWNT Board’s skill-based membership. Volunteer role as Treasurer on the Board of Neighbourhood Watch NT (NHWNT). Contributing to this community safety focused organisation by providing financial reporting and budgeting guidance and expertise, as well as negotiating funding agreements with the NT Police and engaging other government and corporate sponsors. Bringing experience of Board governance procedures to enhance the NHWNT Board’s skill-based membership.



Jacana Energy

• Australia
• Utilities
• 1 - 100 Employee

• Chief Financial Officer / Executive Manager Corporate Services

  • Feb 2019 - Nov 2021

  As the NT’s largest electricity retailer, Jacana Energy provides electricity retail services for 85,000+ residential, small and large commercial customers throughout the urban, rural and remote areas. Jacana Energy is owned by the NT Government (NTG), employs 70 staff and reports approximate annual revenue of A$500 million. As a member of the Executive Leadership Team, direct and indirect responsibilities spanned a wide range of business functions and strategic priorities. Extensive corporate governance experience working in this highly regulated industry and through regular Board meetings & reporting. Participated in annual strategic review and objective setting with Board. As a government owned corporation, high level exposure to NTG Treasury officials on > financial reporting and preparation of Annual Return > annual budget, cash flow forecasting, and forward estimates > submission of funding proposals > balancing commercial and social priorities and targets A highlight of the role was the planning and commencement of an 18+ month culture and leadership programme aimed at improving employee engagement, enhancing the leadership skills of managers, and promoting personal development for participants. Role included leadership of all Corporate Services functions: > Finance > People & Culture > Work Health & Safety > ICT > Project Management Office > Office Administration Show less



Dove Green Private School

• United Arab Emirates
• Education Administration Programs
• 1 - 100 Employee

• Parent Governor

  • Apr 2018 - Jan 2019

  Volunteer position on the Board of Dove Green Private School Volunteer position on the Board of Dove Green Private School



Caparo Middle East

• United Arab Emirates
• Construction
• 1 - 100 Employee

• Chief Financial Officer

  • Sep 2015 - Jan 2019

  Established in 2005, Caparo Middle East (‘CME’) is an SME distributor of premium quality mechanical and electrical products to the regional construction industry, and a trader of steel products. A part of the Caparo group owned by Lord Paul of Marylebone, CME operates from its facility in Dubai. I ran the business in partnership with the CEO. I was the first CFO in a newly created role as the owners aimed to grow the business. Soon after my arrival, the group disposed of the rights to produce and sell CME’s market-leading brands of steel conduits and cable management systems, which lead to the departure of the then CEO & COO. As Acting CEO, I led a turnaround project to: > retain key staff > instill confidence in our customers > on-board a new CEO > source a new supply chain in China > design, file trademarks and launch a new ‘Caparo’ branded product range into the Middle East market My responsibilities were wide ranging and included: > commercial negotiations with key sales partners and suppliers > managing funding requirements and monthly performance reporting with the owners > leading the corporate support functions: - finance & treasury - credit control - HR & recruitment - IT - legal & IP - risk & compliance Show less



Qatar Petroleum

• India
• Appliances, Electrical, and Electronics Manufacturing
• 1 - 100 Employee

• Finance Manager

  • Dec 2014 - Sep 2015

  Qatar Petroleum International (‘QPI’) was responsible for managing the global energy investment portfolio held by the State of Qatar, with a portfolio value of over US$7 billion. My team was responsible for: > management and financial reporting on all investment assets > annual planning & budgeting, including forecasting > external audits > treasury & transactional services > business case modeling and appraisal prior to investment decisions In January 2015, QPI announced announced it was being merged QPI up into the much larger parent company, Qatar Petroleum, resulting in the closure of QPI, with many redundancies and a complex business integration journey. Early in the process I was elevated to acting Finance Manager and lead focal point for the finance integration. During this high pressured and emotional time, I relied on my change management and coaching skills to lead staff through uncertain times. I performed the role until all QPI finance staff were either successfully embedded into the parent’s finance organization, or I guided them through off-boarding. Show less



Shell

• Oil and Gas
• 1 - 100 Employee

• Reporting & Analysis Manager

  • Feb 2008 - Dec 2014

  Shell South Africa (‘SSA’) is a group of businesses active in the downstream oil & gas supply chain, from joint-ownership of southern Africa’s largest refinery to trading, distribution & supply to B2B and a network of over 600 retail service stations. . The SSA group consisted of 10 legal entities & unincorporated joint ventures. I led a team of 18 finance professionals responsible for: > management reporting & performance analysis > treasury & banking > period end ownership > fixed asset accounting > external audit of the consolidated group > staff development & appraisal My time at SSA coincided with some of the group’s largest changes to legal entity structure and organisational design, which exposed me to some unique experiences, including: > Liquidation of a dozen real estate property companies > Divesting the southern African lubricants and LPG businesses > Carve-out of the refining business from one operating company into a newco legal entity > Creating the structure and accounting to introduce a broad-based black economic empowerment (B-BBEE) partner as group shareholder > Group-wide implementation of new ERP system (SAP) > Transforming the entire finance processes & controls, staff roles & structures, and targets to create a global shared service centre model Show less

• Management Accountant

  • Jan 2004 - Nov 2007

  Shell International Ltd (‘SIL’) is the UK corporate entity based in Shell’s UK headquarters in London. My role at SIL was as a management accountant and analyst creating & communicating quarterly performance results versus plan for Shell’s global corporate functions, i.e. corporate centre opex, group loan interest, exchange rate differences. I was part of the team that met with the Group Finance Controller on quarterly basis to present and challenge results. Shell International Ltd (‘SIL’) is the UK corporate entity based in Shell’s UK headquarters in London. My role at SIL was as a management accountant and analyst creating & communicating quarterly performance results versus plan for Shell’s global corporate functions, i.e. corporate centre opex, group loan interest, exchange rate differences. I was part of the team that met with the Group Finance Controller on quarterly basis to present and challenge results.



Smith & Williamson

• United Kingdom
• Financial Services
• 400 - 500 Employee

• Audit Manager

  • Jan 1998 - Dec 2003

  Started as a student Chartered Accountant for the first 3 years during which time I successfully passed all ACA exams first time, and was quickly elevated to Audit Supervisor and then Audit Manager. During this time leading audit teams I developed my skills in staff management, time management and commercial awareness, among others. Started as a student Chartered Accountant for the first 3 years during which time I successfully passed all ACA exams first time, and was quickly elevated to Audit Supervisor and then Audit Manager. During this time leading audit teams I developed my skills in staff management, time management and commercial awareness, among others.