Experience

• 

  Ecology New Zealand Ltd

  • Auckland, New Zealand

  • Business Manager

    • Feb 2022 - Present
    • Auckland, New Zealand

    - Responsible for oversight of business processes - Present to the Board, financial results and recommend improvements to business performance - Process improvements - Support the SLT in the delivery of strategic objectives and assist with strategic planning - To ensure consulting team abide by latest Health and Safety standards - Increase the Ecology team's understanding of business fundamentals

• 

  Freelance

  • New Zealand

  • Free Agent

    • Dec 2021 - Present
    • New Zealand

    Available as a business advisor for those business owners wanting to sell their businesses or just increase its value for a future sale. I add tangible value to businesses to ensure owners get the best sale price. I concentrate on "Intangibles" which represents 66% of a businesses value to a buyer. These Intangilbles are often overlooked in the sale process leading to offer prices less than market rate. Happy to talk to anyone interested in selling their business or owners wanting to maximize their business value.I follow a tried and true process perfected and taught to business advisors by the Exit Planners Institute in the US and Australia. However, every business is different and unique so this is very much taken into account in calculating the range of value your business is worth.

• 

  Acumen Online Ltd

  • Auckland, New Zealand

  • General Manager

    • Mar 2020 - Nov 2021
    • Auckland, New Zealand

    Acumen is a leading service provider in the web design and build space. Our competitive advantage is that we can also integrate web orders directly into your ERP System avoiding manual re-keying. Our websites cover BTB and/or BTC. We have some amazing clients and cater to medium to large businesses.- Strategic Planning - Developed our positioning statement, conducted SWOT analysis with action plans.- Client Relationships - maintained a 99% retention rate- Business Development - Branched into App Development- HR - Developed and implemented performance appraisals- Project Management - Oversaw client projects- Finance - Managed P&L and debtors

• 

  Brunton NZ

  • Auckland

  • Business Consultant

    • Sep 2019 - Mar 2020
    • Auckland

    Working with the CEO and senior management team to review company strategy and business development opportunities. Advised clients on improving business value; In particular; - Strategic Planning - • Formulated strategic plans for growth in both Payroll Processing and Cloud Services divisions. • - Worked with the SLT and NZTE on formulating strategies for entry into the USA and Australia.- Worked with a Brunton client to prepare their business for ultimate sale.- Implemented performance appraisal system.

• 

  EDIStech Ltd.

  • Botany

  • General Manager/Finance Manager

    • Apr 2015 - Mar 2020
    • Botany

    Due to a host of new initiatives that have been implemented over the past three years, EDIStech achieved a 145% increase in profit over this period as well as significant new business as well as an uplift in our Gross Margin. My proudest achievement however, has been our journey towards exceptional customer service delivery. This has been epitomized by EDIStech winning the Westpac Business Awards in 'Excellent Customer Service Delivery for 2018" .This was followed up with "Best Small Business Award" in 2019* Bus and Strategic Planning - Our Marketing strategies identified key sales channels. Through our marketing plan implementation, revenues have grown 46% over the past three years. We also landed several large clients within our newly agreed target market. * Business Efficiency - completed a total review of all operations and introduced new systems and procedures to streamline our processes which have aligned the entire organization. Eg; New project management checklists, Introduced Agile Scrum methodology, introduced Staff Accountability Plans - all staff are responsible for implementing strategic objectives. Also I reviewed key business drivers which are reported on monthly. This has created increased focus on the business drivers resulting in a 8% increase in Gross Margin, a 20% reduction in overheads and a 145% increase in EBIT over the past 3years.* Client Relationships and improving client offerings - Feedback from clients has indicated our communication has improved on project and issue resolution leading to a 98% client retention ratio and increased business from major clients.* Responsible for culture and professionalism - I have worked incredibly hard instilling our new set of values and purpose with all staff. As such our overall service delivery standard has increased based on client feedback and our own observation of our competitors. Our excellent service delivery has resulted in us winning contracts previously awarded to other providers

• 

  Network Communication Group Limited

  • Auckland, New Zealand

  • Group Accountant to Chief Financial Officer

    • Nov 2008 - Dec 2014
    • Auckland, New Zealand

    •Strategic planning - Received commendation from chairman on my contribution to the development of a 3 year strategy plan. I also brokered an equity restructure which overcame a 7 yr impasse amongst shareholders. This was critical to business succession planning.•Operational Improvements –a) Reduced salary costs of the finance department by 12% and took over accounting function for *The Public Relations Institute of NZ, creating an income stream of 25k pa (*Incorporated Society with over 1500 members).b) Implemented a new debt collection policy in early 2009 which resulted in the lowest debtors’ ledger in 25 years and strong cash flow during the GFC.•Business Planning -Formulated the annual business plan, and reported to the Board on performance against plan. Developed key relationship with bankers, auditors and legal counsel. Completed statutory accounts, tax return, tax planning and all major lease negotiations.•IT strategy – Transitioned business to cloud based time management and GL system resulting in real time access to business performance dashboard and flexible access to time sheets via the internet.•HR Management – Advisor to GM’s and MD on all HR issues. Developed new incentive scheme.•Board Reporting – Improved Board reporting pack which included Key Business Drivers I identified as critical to the business. – Client Gross profit increased from 58% to 63% as a result of information being available to senior management not previously available.

• 

  KBB Music Limited

  • Auckland, New Zealand

  • General Manager/Finance Manager

    • Jun 2005 - Oct 2008
    • Auckland, New Zealand

    Business Development – Penetrated into new and existing markets resulting in substantial sales increases of over $100K in 2007 and 2008.Strategic planning – a) Instigated a new division providing funding grants to schools and community bands. This added $150K to sales in the 2008 financial year. b) Opened a new music shop specializing in guitars and drums, with different branding and marketing plan to KBB.c) Developed a balanced scorecard model for the business identifying key performance indicators at total company level, divisional level and individual level which totally aligned the business.Leadership - Developed the strongest management team in 20 years (as stated by MD) through mentoring, training, hiring the right people and creating a vision and culture that all employees bought into.Managed Agency relationships – Retained all current agencies in my three year tenure plus gained three more exclusive agency agreements. This assisted in bolstering sales at the ‘top end’ of our product range.Marketing - Formulated yearly marketing plans and monthly sales campaigns for 2 brands. Created E newsletters to database increasing online sales 8%.Operations - Oversaw all back office functions including payroll, AP/AR, pricing and warehousing. Reduced stock holding $300K in 18 months increasing cash flows.IT strategy and website development – Led project team to implement E-Commerce websiteHR Management – Managed all employment issues. Designed new incentive program and a performance review program with professional development program.Management Reporting - Developed a monthly reporting pack that reported divisional performance to KPI’s. This enabled me to improve divisional performance by changing commission schemes and improving stock purchase models.

• 

  Thorn / EMI Limited trading as DTR

  • Auckland, New Zealand

  • Regional Sales and Operations Manager

    • Jan 2002 - Jun 2005
    • Auckland, New Zealand

    Business Development – Successfully grew the business to business sector in my region 10% by growing existing clients and winning new business. We became the sole supplier to the largest student accommodation provider in Palmerston North. I also won the contract to upgrade rooms in the Rydges Hotel in Hamilton. Commercial Lease Negotiations – Managed nine commercial retail shops. Negotiated new leases, locations, oversaw fit-outs. Leadership - Six of my nine stores made the top ten (out of 31) as judged by a set of 5 KPI’s to budget. (HP contracts signed, arrears management, short term hire, audit results, overall revenue.) This was achieved through training Branch Managers on; a) The key drivers for generating profit b) Getting their teams focused and aligned with branch goals c) Coaching Branch Managers’ on management skills. d) Working individually with branch managers on their weaknesses and designing personal development programs to improve.Operations - Improved operational efficiency in the branch network including changes to delivery vehicles, debt collection processes and sales processes. These improvements came from a regional conference with all staff, the first of its kind in DTR. This conference concept was adopted throughout Australasia.Strategy Development - Pioneered the concept of “party plans” in my region which proved very successful. This sales strategy was adopted nationally. Grew the short term rental business 10% in my region as part of our regional strategy plan. This was achieved through training branch managers on how to market this product offering more aggressively to their target market.Business Management – Responsible for all facets of branch operations including, stock management, staff management, growing the business, marketing, visual merchandising and HR

• 

  Thorn/EMI Limited Trading as DTR

  • Auckland, New Zealand

  • Group Financial Controller

    • Nov 1995 - Dec 2002
    • Auckland, New Zealand

    Business Improvement – Assisted in transformation of DTR from a $250K loss in 1995/96 to $6.1M profit in 2000/01 by;i) Margin analysis of finance lease offerings. Changed contract lengths Produced approx $2M profit.ii) Introduced Cash Loan offering, by 2001 represented 25% of revenueiii) Consolidated inventory suppliers from 14 to 7 increasing rebates, margins and reduced spare parts inventory. (Profit impact approx $1M)iv) Negotiated all major contracts for the company - telecommunications, security and branch leases. (generated savings of $60K annually)Business Acquisitions - Acquired largest rental competitor in NZ. I assisted with the profitable integration of acquisition into DTR. (Added $1.4M profit over 4 years)Strong Financial Management - Met or exceeded both PBIT and cash flow budgets 5 years running.Business analysis and financial modeling – a) Designed a Branch budgeting model allowing Branch Mgrs to fully participate in budget process. This increased branch profit contribution 8% after implementation. b) Designed and presented to UK Mgt financial model for Cash Loans which was key in approval from UK to implement cash loans .Leadership - Assisted in reversal of staff opinion survey from lowest level in 1995 to second highest in the world wide group by 1998. Regular communication with open-book management policy.Strategy Development –a) Implemented a change to DTR’s business model from a retail/rental model to a hybrid – rental/HP model. This change was fundamental to DTR’s profit turn-around. b) Lead on strategic planning including 5 year plan development and SWOT analysis. Presentations –a) Compilation and presentation of monthly results to senior mgt team and staff. b) Lead on quarterly reviews to Australasian Directors. c) Lead on annual strategy plan presentation to Thorn UK directors. General Business Management – Responsible for IT strategy, key relationship with auditors and bankers, operational improvements.