Providing support to the CFO and COO in leading the Auckland business (revenues of $500m) and providing quality analysis and decision support. Led and managed a varied team comprising over 200 reports (eight direct) across financial reporting, revenue audit, procurement & logistics, main bank & cashiers, forecasting & analysis, and labour optimisation. Support and contribution to the Auckland Executive Management Team in delivering a record result for SKYCITY Auckland.

Partnering with the Jasol MD, with a dotted line to the CFO of GWF (which includes Tip Top, Weston Milling, Don KRC, and is a division of the £13b Associated British Foods plc). Jasol is the Australia, New Zealand, and Thailand located cleaning technology division of GWF, manufacturing cleaning and hygiene solutions for food manufacturing facilities, supermarkets, kitchens, laundries, and washrooms. The business had declined in recent years, requiring deep analysis of issues and drivers, development and implementation of a turnaround strategy, business restructure, and effective management of this change. Steering committee and working group member of a number of projects.

Responsibility for the Finance and IT functions for the eight companies in the Southern Hospitality Group (revenues of circa $140m), including two in Australia. 35 direct reports across finance, admin, and IT, with four direct reports. Southern Hospo is a New Zealand success story whose investment in infrastructure and systems lagged behind the growth in the business, requiring cultural change, capital investment, and improvements to process and controls. Close relationship with the Board of Directors and board meeting attendee.

An iconic New Zealand family owned & operated brand, Sacred Hill has revenues of over $100m across the four companies in the group – Sacred Hill Vineyards, Sacred Hill Marlborough, Sacred Hill Global, and Quench Collective – distributing predominantly through the FMCG grocery channels.

Taking the experience of 25 years in a variety of roles, industries, and businesses, and using this knowledge to help small/medium sized businesses (and individuals) thrive. • Developing reporting templates for a small business in the Dairy industry • Providing recommendations regarding ongoing business viability/options in FMCG • CFO/Commercial advisor in the Commercial Construction industry • Reviewing the accounts and providing advice post-COVID in Hospitality • Critically reviewing and providing recommendations on the Finance department of a $100m company in the Health industry • CFO/Commercial advisor for a start-up in Fashion & Homewares • Full-time interim CFO in a privately owned, equity-backed company in Skin Cancer & Retail Appearance Medicine (Skin Institute Group) • Head of Finance Shared Services with an international Engineering business (Daifuku Oceania), improving systems and processes; implementing technological solutions; developing restructure plans • Interim Director of Finance in the Broadcasting industry (Whakaata Māori), holding the fort and leading the team while a permanent replacement was found. Ran the FY23 forecast and FY24 budget processes during this time • Acting CFO with a growing professional services company providing environmental engineering advice – restructuring Finance; implementing NetSuite, writing, communicating & implementing policies & procedures

Chartered Accountant

Chartered Accountants Australia/New Zealand

1996