2011 – 2024

Chief Financial Officer | Company Secretary | Compliance Officer | AML/CTF Officer

Advisory services and fund management in Sydney in mining & resources sector, FUM $2.4B (2024)

Executive Team member overseeing the Finance (4), Operations (2) and Fund Administration (10) teams, reporting in directly to the shareholders and the board of directors. Managing of risks associated with cash, capital, tax, accounting, legal and regulatory compliance, and FP&A. Steward, operator, strategist, controller and catalyst of 4 corporate and 28 multi-jurisdiction fund entities.

Fund launches - 5 fund launches : Management of subscription process and investor side letters; negotiation of service agreements and engagement of service providers; investor liaison; DDQs; preparation of marketing collateral; management of KYC and onboarding.

M&A - Managed sale process of 50% stake of the business (in place since inception of the business in 2007) – provision of due diligence information incl. budgeting and forecasting models, detailed staff profiles and remuneration data, governance documentation, audited statutory accounts etc

Negotiations & service providers - Negotiation of legal fee award incl. attending mediation resulting in recovery of $390k in costs; negotiation of numerous service provider contracts (incl. auditors and tax agents) with significant fee reductions, notably transition of fund administrators, achieving annual cost savings of $250k; negotiation and execution of premises head and sub-leases and bank guarantees.

Working cap management - Bank negotiations to implement USD$2m overdraft facility enabling $2m return to shareholders as dividends; implementation of FX hedging processes increasing FX gains by $1.2m in FY23 and 100% compliance with AFSL liquidity requirements over 12y tenure.

Project management & IT systems - Implementation of cloud ERP/GL (Netsuite) with customized staff interface to streamline/automate/expedite workflow and removal of duplication of tasks achieving 100% staff engagement and workflow time savings of ~35h/mnth, providing granularity of staff discretionary spend reporting to board. Implementation of staff travel system and its GL integration, facilitating improved clawback of rechargeable costs ~$85kpa. Implementation of staff intranet/leave system, and engagement/management of payroll service provider, enabling self-service update of personal data and workflow time savings of ~12h/mnth.

Management reporting - Streamlining and automation of monthly board reporting, institutionalising and accelerating process (by 3 days). Implementation of departmental-level reporting. Transitioning from account-level to transactional-level data inputs/outputs. Continuous evolution of reporting pack to adapt to changing focus of the business and to showcase key data, facilitating better decision making.

Corporate governance - Build of governance processes regular board meetings with full engagement on agenda setting, and documentation processes. Establishment of new subsidiaries, their infrastructure and business processes, financial controls and delegated authority limits and documentation. Creation of a tax corporate governance program, including tax charters, policies and calendars. Implementation of corporate governance/compliance platform to all staff.

FP&A & risk management - Designing of complex models for forecasting and budgeting purposes - leading to improved cash management, tighter cost control building confidence in 'the numbers'. Build-in of stress testing/sensitivity analysis to changes in key assumptions and cost/revenue drivers.

Tax - Reassessment of prior year tax returns and identification of overpayment of tax of $3.6m. Subsequent amendment of prior year returns resulting in a full refund, plus lost interest of $150k. Successful management of OSR, ATO (and IRS and TIA) tax audits with positive outcomes (payroll tax $30k refund). Successfully applied for and implemented a tax OBU with subsequent tax savings of ~$1.1m pa.