Commercial Manager

• Feb 2021 - Present

Senior Financial Analyst

• 2018 - Feb 2021

Financial Manager

• 2018 - Feb 2021

Management Consultant

• 2015 - 2017

Below are the more significant pieces of work performed during this engagement. Jetstar Airways • Identified the SME target segment as being underserviced for Jetstar and a source of opportunity. • Developed a product proposition to meet the needs of this sector whilst ensuring alignment to the broader distribution strategy to deliver what the client wants, in the channel they are looking to use. • Alignment with other organisational initiatives, particularly business intelligence and CRM integration, across the business units. • Managing, engaging and communicating proposed changes across all key organisational stakeholders as well as endorsement, approval and regular updates for the senior executive team. Show less

Management Consultant

• 2013 - 2014

Below are the more significant pieces of work performed during this engagement. Ignite Travel Group (My Holiday Centre) • Engaged with Financial and Commercial remit to overhaul Airline relationships, revenues and market penetration, deliver sustainable operational improvements throughout the business. • Managed delivery of operational improvements across the three prime divisions of the business. • Established preferential supplier deals with six prime airlines at the highest discount level available in the marketplace. Secured exclusive airfares not available to the broader marketplace. • Establishment of robotics to process 90% of manual ticketing requirements including automated controls to enhance the quality and ensure compliance of the airfare ticketing process. • Solely responsible for overhauling Global Distribution Systems (GDS) arrangements and renegotiating a new supplier which delivered profit improvements in excess of AUD$5 million. • Implemented and managed project teams to deliver on identified initiatives and established 3yr and 5yr strategic plans to ensure on-going sustainability and revenue growth. • Managed various project resources, progress, completion timeframes, and budget while exceeding key operational performance targets, with results that include: – Automation of 90% of ticketing functionality removed an operational constraint and ‘bottleneck’ which was preventing further growth plans – Successful migration to a new GDS provider at commercial terms EBIT improvement of $5M. – 300% increase in contracted airlines with preferred status for the group along with Tier 1 status for all carriers Show less

Management Consultant - Sales Strategy & Distibution

• 2010 - 2012

Below are the more significant pieces of work performed during through this business. Virgin Australia - Sales Strategy & Distribution • Developed and delivered on new business information systems, developed CRM (Salesforce), to enhance understanding of customers, better controls on organisational practices and support the finance function. • Engaged to achieve penetration of the Corporate Travel Market including developing and delivering on distribution channel strategies to support Corporate segment growth. This required an overhaul of operational systems and Sales methodology. • Develop a commercial framework to attract, and then retain, the corporate market whilst developing relationships with Travel Agents to support attracting this segment, together with renegotiation of GDS’s agreements to assist with distribution strategies for the channel. • Successfully aligned business planning and financial processes with performance improvement and business risk-management activities. • Prime projects managed for Virgin Australia Sales included: – Negotiating all GDS distribution contracts saving tens of millions to the group. – Establishing new distribution channels in Asia, including negotiating and delivering GDS solutions to support new airline alliances. – Implemented new reporting (Billing Information Data Tapes) to validate GDS charges and introduced a new form of Payment to support greater US market penetration. – Developed and implemented a Corporate Dealing framework mitigating inherent system limitations – Developed and implemented a Corporate Travel Management cost of sale model that delivered on prime organisational objectives of penetration of the Corporate sector. – Steering Committee for the formulation of Business Class Fares into the Domestic Market and Lounge and Velocity re-launch projects. Show less

Chief Operating Officer - Management Consultant

• 2008 - 2010

Below are the more significant pieces of work performed during through this business. NumeroPro Pty Ltd – Chief Operating Officer • Delivery of new strategic opportunities utilising the existing core organisational strengths. • Significant cost reduction to turn around loss making divisions. • Creation of new business division ‘AdvisoryPro’ which delivers full operational centre management. This required the recruitment of key staff, better utilised existing idle capacity within the business, and delivered profits which outpaced the original core business operations within six months. • Development of a web based tool which supports large chains of centres to easily and readily review key metrics, drivers and performance within their portfolio. Show less

Manager Strategy & Distribution

• 2005 - 2007

Below are the more significant pieces of work performed whilst working at Qantas in this role.Qantas American Express Business Travel Account (QAEBTA)– The Qantas Corporate Charge Card (QCC), with an annual turnover in excess of AUD$600 million per annum, was failing to meet market expectations and required significant additional IT based funding for it to remain operational, without closing the expectation gap.– Managing the overall project including tender, sale and key client migration to a new third party product necessitated overseeing the Legal, Financial, Regulatory and Customer elements on budget and within tight deadlines.– The successful project released in excess of AUD$100 million in working capital, met the necessary Cost of Capital, had a payback period of less than two years, and set a product benchmark.PRISM (Corporate Dealing Revenue Enhancement)– Chaired the PRISM project board delivering, approx. AUD$10 million of net profit to the bottom line through improved domestic yield, marketshare shift and growth in the competitive SME market.– The integrity of Qantas corporate pricing was enhanced through the introduction of revenue integrity measures within the industry.Retail Review– Conducted viability studies of the Qantas Direct Retail channel to assess Joint Venture and/or sale opportunities as well as consequential impacts of any reduction in this channel. Show less

Manager Corporate & Gvernment Sales - NSW

• 2002 - 2005

Improved Year on Year cost of sale (8% to 18%) through the development of modeling tools to support and highlight the negotiation position for front line sales staff and management.Revenue dilution in excess of AUD $5 million was mitigated through a robust dealing methodology and implemented in the broader marketplace. The success of this project led to this initiative being deployed nationally. Real alignment of Corporate and Industry Sales teams delivered greater stability of pricing in the marketplace and enhanced revenues and yield per account.Additional revenues in excess of AUD $10 million per annum were brought under contract through the successful implementation of umbrella agreements to capture inbound traffic revenues.Staff recruitment and training were reduced by over AUD$150,000 per annum through the successful implementation of an employee engagement and change management programs.In excess of AUD$5 million of additional revenue was generated through the review of the Qantas Chairmans Lounge Program. This project also delivered greater esteem of the members and considerable labour savings.Avoided revenue leakages through launch to market the new domestic one way fare structure and chair of a series of targeted public Travel Agent and Corporate Customer presentations outlining the changes and complexity.Reduced staff churn through the establishment of mentoring and staff development programs focused on developing management skills for senior team members and accelerating the development of junior team members. Show less

Financial Controller Australia Sales

• 2000 - 2002

Saved in excess of AUD$50 million was saved with the introduction of national controls over the complex corporate incentive payments process via Travel Agents. This eliminated incorrect, duplicate, and payments where targets had not been achieved.Improved the productivity of the European operations through a detailed on site financial process review and subsequent s streamlining of functions in line with head office.Delivered cost reductions at a greater rate than which revenue was eroding thereby improving profitability.A 50% reduction in headcount required to manage the financial affairs in remote locations through centralisation and streamlining of functions. Show less

State Accountant - Vic/Tas

• 1998 - 2000

Manage P&L responsibility for the Sales and Marketing functions within the states including national payroll functions for Sales and Operational areas of the business. Sales and Marketing required a close working relationship with each of the area heads of departments.

Assistant Financial Controller

• 1997 - 1998