NFS

• Jun 2020 - Present

Logistics Manager

• 2013 - Jun 2020

Key Responsibilities: • Planning Logistics for farm operations • Maintenance and record keeping for machinery • Re engineering cropping equipment • Overseeing development projects • Supervision of contract staff Key Achievements: • Improved Safety with superior reporting systems • Successful in procuring a staff bonus for excellence in compliance with our landlords expectation of work behaviours Key Responsibilities: • Planning Logistics for farm operations • Maintenance and record keeping for machinery • Re engineering cropping equipment • Overseeing development projects • Supervision of contract staff Key Achievements: • Improved Safety with superior reporting systems • Successful in procuring a staff bonus for excellence in compliance with our landlords expectation of work behaviours

MPH Ag

• 2013 - Jun 2020

Non Executive Director

• 2007 - 2013

• Corporate Governance: On the GrainGrowers Board: Articulated the need to overhaul the company constitution and appoint two skills based Directors to the board. • Finance: On the Grain Growers Board: I led the board in borrowing $50 M to participate in a special share rights issue that Graincorp were offering to their shareholders . This transaction netted the company $10M. Key Responsibilities: • Comprehensive financial analysis of business opportunities presented to the board and or the company. This has involved complete analysis of P&L and Balance Sheet to discern the actual movements in debt and earnings. • Fiduciary duty to place the company’s interests first. • Establishing the Strategic direction of the company. • Analysing financial documents and strategy papers within board papers. • Interviewing prospective non executive Directors and employment of the Chief Financial Officer. • Chairing meetings as required and representing the company. • Overseeing investments and serving on Audit Committee. • Ensuring sound corporate governance and maintaining the solid reputation and professional culture of the company. Show less

Client Advisor

• 2009 - 2012

Key Responsibilities: • Management of Superannuation Funds • Review and analysis of Trust Funds • Recommendations on buying and selling shares and fixed interest • Sales of shares and fixed interest • New business development • Organised fund manager presentations • Presented to prospective clients • Research, analysis and preparation of tender documents Key Achievements: • Doubled the number of presentations to prospective high net worth clients. • Increased the business revenue and generated superior returns for the clients by working with the senior dealer to convince the board of Directors to upgrade the firms licence to allow trading of derivatives. • Exceeded client expectations with several small cap stocks that greatly outperformed the overall market. Show less

Farmer

• 1989 - 2009

Key Responsibilities: • Sales of Livestock for business revenue • Sales of Physical Grain • Trading of Grain Futures, currency and options • Business finance including overdraft, term debt and taxation issues • Business Accounting, spreadsheet budgeting and reconciling the difference between the budgeted figures and the actual. • Animal husbandry and care of 7000 sheep and all planning and implementation of a 2500 acre cropping program • Dealing with all accounts, bills payable, contractors and part time staff. • All environmental issues including remnant vegetation protection and large scale direct tree seeding of around 100,000 trees. • Preparation of Profit and Loss Statements and Balance Sheet. Key Achievements: • Purchased, financed and developed a 700 acre farm at Lake Bolac which boosted our revenue and gave our business greater scale. • Developed a business finance system that used a comprehensive spreadsheet budget and utilised sophisticated price risk management • Bought and Sold Farming Properties for Capital Gains and to improve our overall Balance Sheet. Show less

Non Executive Director

• 2007 - 2008

• On the Graincorp Board: I was one of three Directors to convince the company that the strategy of entering a Take or Pay Deal with Pacific National was the most compelling business transaction we could ever undertake. • On the Graincorp Board: I was one of three Directors to convince the company that the strategy of entering a Take or Pay Deal with Pacific National was the most compelling business transaction we could ever undertake.