I am a Senior Executive who has gained a broad base of experience across IT, Finance, HR, Marketing & Risk. I would describe myself first and foremost as a people manager with a proven track record of building and developing people and teams. I have been highly successful in building systems and processes to support businesses through de-merger, merger, integration and growth phases.
Jan 2006 - Dec 2008
Chief Operating Officer
As COO I reported to the Chief Executive Officer and Board, as Group (Company/Partnership) Secretary I attended Board meetings. My responsibility was for the Practice Service functions which included; Finance, IT, Records Management, HR, Marketing and Professional Practice. We have a matrix reporting structure which means that Partners are also involved in HR, Marketing and Professional Practice. During my 3 year term as COO, we: • increased revenue by 110%; • maintainted our profitbaillity while heavily investing in the growth of the business; • headcount grew to 280 from 170; • introduced two new service lines, Forensic (2006) and Transaction Services (2007); • managed the merger with a competitor in the Perth market (2007); • continued to develop and maintain our processes and systems (including the introduction of a dashboard system) to meet the needs of our growing and diversifying business while maintaining or improving our key financial metrics.
Mar 2005 - Dec 2005
Chief Information Officer
I joined McGrathNicol as CIO with the autonomy to develop and implement a strategy to migrate a newly independent McGrathNicol to its own IT environment. This project was delivered 3 months early and on budget. As McGrathNicol had no existing IT environment (i.e. greenfield site), the strategy included all aspects of an IT environment, including: • Hiring a team of 10 to manage the new McGrathNicol IT environment; • Developing and implementing processes to support the operational environment using ITIL; • Making decisions including: o applications (Finance, CRM, Payroll/HR, Project management, Intranet/Internet); o hardware (Laptops, Servers, SANs, Phone systems, Networking [routers & switches], Printers); • Establishing relationships with key vendors, including negotiation of long term contracts with Microsoft, HP & Cisco. In addition to the above my responsibilities as CIO included: • P & L for the IT function.
Jul 2004 - Feb 2005
Responsible for the Vendor Management and Asset Management team at KPMG. My responsibilities included: • Negotiating new contracts as required; • Management and reporting on contractual SLA’s; • Working with various Vendors (e.g. Dell, HP, Microsoft, SAP) to develop strategies to maximise value from KPMG’s investment; • Working with technical leads in various countries on strategies to maximise standardisation; • Co-ordinating the with Vendor Management team in Asia Pacific to understand the specific needs of the various practices to ensure these were able to be met; • Liaising with the Global Vendor Management team based in Amsterdam to ensure that the business requirements of the Asia Pacific region were included in Global contracts. My Asset Management responsibilities were Australian based and related to managing a team of procurement specialists who managed the lifecycle of $35m of IT equipment.