-CV -

PERSONAL DETAILS

Name:Gregory John Crofts BComm.. FGIA. FCIS. ASA (CPA)

Phone:0409555460

Email:

MY KEY STRENGTHS

  • Ability to deliver on the Strategic Goals and develop the Governance Framework
  • Grant Tendering, Funding, Acquittal and Deed Compliance
  • CATSI Act, Indigenous Land Act, Local Govt. Act., Corporations Act, Fair Work Act.
  • Promote and develop a strong work ethic
  • Continuance Improvement
  • The ability to engage with all stakeholders
  • The ability to listen, understand and present an action plan
  • Providing high quality financial management strategy and analysis to Boards;
  • Strong knowledge of IFRS accounting practices and financial risk management;
  • Due Diligence on Acquisition and Major Contracts
  • High level analytical and problem solving skills
  • Prepare timely and accurate detailed reportsand submissions;
  • Proficient in use of MS office suite and other software.
  • Strong cash flow management and forecasting skills
  • Develop strong working relationships and rapport with internal and external stakeholders to ensure that organisation objectives are achieved. This includes Creditors, Insurance, Bankers and Financiers, Lease Organisations, Auditors, Federal and State Authorities, Boards Members.
  • Continuous clarity of communication with line managers
  • Ensuring that the organisation complies with all corporate governance and statutory obligations
  • Develop, guide, coach and mentor teams.
  • Implementing, planning the executive strategic initiatives across the organisation
  • Planning and executing investment decision making and capital structure decisions across the organisation
  • Analysing, reporting and implementing risk management including
  • Timing of risk
  • risk minimization strategies,
  • business continuity planning
  • and disaster recovery for the organisation
  • Organisations contractual arrangements in full; including
  • Leasing, Covenant reporting,
  • Funding and Borrowings
  • Insurance,
  • Grants and Trust Deeds
  • Implementing new or updated systems, change management and processes improvements across the organisation

Referees

On request

Professional Memberships /Associations

GOVERNANCE INSTITUTE OF AUSTRALIA (GIA)

ASSOC. CERTIFIED PRACTICING ACCOUNTANTS AUSTRALIA (CPA)

Clearance

WORKING WITH CHILDREN CLEARANCE (Vic)

AUSTRALIAN FEDERAL POLICE CLEARANCE

Education

2005BACHELOR OF COMMERCE (BUSINESS) UNIVERSITY OF BALLARAT

ACCOUNTING & BUSINESS LAW

2011CORPORATE GOVERNANCE not for profitGOVERNANCE INSTITUTE OF AUST.

Compliance & Risk Management

2017GRADUATE DIPLOMA. (ASIC. ORIC).GOVERNANCE INSTITUTE OF AUST.

Compliance & Risk Management

Training

2011CORPORATE GOVERNANCE (NOT FOR PROFIT) GOVERNANCE INSTITUTE OF AUST.

2012 -PROFESSIONAL PRACTICE (CPA)DEACON UNIVERSITY

2013CULTURE AWARENESS WANGKA MAYA (PORT HEDLAND)

2013WORKPLACE OH&S, HARASSMENT, BULLYING WORK PRO

2016MANDATORY REPORTING, AGED CARE MANAGEMENT, EARLY CHILDHOOD CENTRE MANAGEMENT, Woc and IPA,

Systems Knowledge

Windows 10, Project, - Gantt Charts - Excel - Word - EXO - Pronto - Arrow - Navision - Myob - Oracle - Sap - Micro pay - Sage - Frontier - SharePoint - Cloud - Director Desk - Smartsheet. – Recon – HR database

Employment History

10/2015 to Current

Chief Executive Officer:MABUNJI ABORIGINAL RESOURCE INDIGENOUS CORPORATION

Board Member / Director: Malandari Trust, (liquor licencing)

Malandari Properties, (commercial businesses and properties)

Gulf Health (rental property and community benefit programs)

NT Shows Association

I was appointed as CEO of Mabunji during a period of great distress. The organisation was under investigation by Governing bodies and facing media and community attack. My role was to introduce a Governance Framework, a Board Code of Conduct, instruct a legal team over matters in the Federal Court for Fair Work and CATSI alleged breaches, transition the Organisation to an ORIC Corporation, deal with and respond to media misinformation and build an executive team.

Whilst dealing with the above issues I managed to:

  • Deliver a surplus for the 2015/16 period (loss of $840k reported 2014/15)
  • Prepare and Publish Annual Report
  • Prepare AGM
  • Build and open a $2.7m state of the art crèche to service 30 children and give greater opportunity of employment to parents
  • Build and open a $278k Sea Ranger facility at Black Rock to deliver emergency services, environmental monitoring and Fisheries/Police patrols.
  • Design in collaboration with Deloitte a usable Board management report.
  • Workable budgets
  • Aged Care ISO accreditation
  • 9 indigenous staff achieving cert 111 in various disciplines
  • Code of Conduct and training for the Board
  • Transition from an Association under the Dept. of Business (NT) to compliance with the CATSI Act as an ORIC Corporation
  • Community projects Buckle up Borroloola, NAIDOC, Show, Radio station, Territory Day.
  • Develop a great working team
  • Training programs

1/2015 to 9/2015

Executive Business Manager (A/CEO Paternity Leave): BAWINANGA ABORIGINAL CORPORATION

I was invited to join, as the Executive Business Manager, Bawinanga Aboriginal Corporation (BAC) which was coming out of ORIC administration. I was directly responsible for the control and management all business divisions, compliance, taxation and Reporting.

As the Governance executive I wasalso responsible to the Board for the drafting and implementing the Governance framework, Risk Management and Financial performance of 17 funded business divisions, including the RJCP with over 1000 participants, Money Management Services, Aged Care, Night Patrol, Arts and Cultural Centre, Supermarket, Good Food Kitchen, Roads and Capital Infra structure, 38 Out Stations (homelands) and Djelk Rangers.

BAC came out of Special Administration 1 July 2014. my priority focus was on developing Corporate Policy/Procedures, robust Governance practices, high level Board Reporting, implement policy around the Privacy Act, develop Management reporting at a contribution level, and introduce levels of authority and segregation of duties.

Achievements:

  • Built a finance team that were able to present usable management reports
  • All Compliance, including grant acquittals,
  • Grant Funding and Tendering (IAS and ABA)
  • CDP (RJCP)
  • Corporate Policy and Procedures
  • HR and Privacy Policy
  • Strategic models at both Corporate and Business unit level
  • Finance and Risk Management Committee Reports
  • Easy to use (visual) Board reports (9 indigenous members)
  • Visit to Homelands to get a real feel for what is required to deliver services
  • Meet with State and Federal members and other bodies.
  • Business plan for the new WfD (RJCP)
  • Homeland Funding
  • Contract variation on the RSAS to use underspends for various support tools.
  • Manage Ceremony and Funeral Funds
  • External and Internal Audits
  • Performance Reviews
  • EBA
  • Project Management new Business Ventures ( 70 room guest house, mudbrick production, aquaculture)
  • WH&S program
  • Preventative Maintenance program of Assets
  • Board Manual_ Law and Practice, Conflicts of Interest Register

3/2014– 12/2014

Business and Finance Manager: MAF Oceania (business moved offshore to France)

MAF is a European manufacturer in the area of agriculture; with a Euro turnover of 740,000,000. And an Australian component of 6,000,000 Euro. MAF ceased their Australian Operations.

  • Responsible for cost and delivery for Australian Manufacturing arm
  • Over saw Finance and Payroll team functions
  • Reported to GM and Board (France)
  • Visit installation sites Australia wide
  • Manage Service and Manufacturing staff
  • Monthly reporting (France and Spain)

10/2013 – 3/2014

Financial Policy: Buslink VIVO (JV) Darwin - Contract Placement (Bluestone Recruitment)

  • High Level Financial Reporting and Analysis of Tender Deed v Actual Performance Yr1.
  • Analysis and review of Contract Tender (Life of Contract) against Forecast Cost
  • Writing of Accounting Policy (IFRS)
  • Prepare 2014 Budget (Fiscal Period) Including Balance Sheets, CAPEX, Cash Flow Forecast,
  • Construct Management Report (Dashboard)
  • KPI Reporting

6/2012 – 9/2013

Contract engagements (short term whilst travelling around Australia)

08/ 2010 – 05/ 2012

Manager Group Finance, Fleet & Property Services Manager: WISE Employment Ltd

WISE Employment is an Australian owned Not for Profit employment services organisation and registered training organisation, employing over 650 staff in 35 locations Australia wide and with an annual turnover of $60m.

In this role I was responsible for the WISE Employments group finance, fleet and property services areas of the business. With guidance and support to IT and QA management. WISE lost a number of funding programs and reduced its operational requirements.

Achievements:

  • Amalgamation of all Financial Data to a single GL financial reporting system
  • Improved variance reporting at Group and micro unit level.
  • Clearance 3 years of high issue Management Letters (Auditors)
  • Stable and trained team
  • Established National supplier contracts
  • Managed Green Projects
  • Implementation of a new procurement system and the training of all 650 staff in the use of the new procurement system
  • System upgrade including Cloud, SharePoint, upgrade from 2003 to 2010 software including training, new CRM system including CSV integration.
  • Improved Financial Modelling for Acquisitions, new projects, fit out and start ups. FOREX needs
  • Designed and enforced new Authority Matrix
  • Revised various policies and procedures including Finance, Motor Vehicle, petty cash, procurement and claiming
  • Ghosting audits of payroll

9/ 2009 to 8/ 2010:

Group Finance and Assets Management: TURI Food Enterprises (Group) (Contract Michael Page)

TURI Foods is a privately owned Australian group of vertically integrated businesses in the FMCG and manufacturing sector, including farming, processing, retail and wholesale operations; TURI has a turnover in excess of $600m and employees 800 staff.

Initially contracted for a 3 month period to construct the debt covenant reporting for the bank, I was then appointed as the interim Financial Controller responsible for driving the development of local financial control and governance across the Australia with the added responsibility and oversight of the statutory and regulatory reporting. This role was an integral part of the finance leadership team and was expected to contribute to the strategic and leadership function across the business until a new CFO was appointed.

Achievements:

  • Implement a new payroll reporting system
  • Variance reporting
  • Covenant reporting system
  • Revised Group weekly management report format
  • Separate management reporting for smaller cash generating units
  • Conversion of Lotus Files to Excel
  • Acquisition settlements of LSL and AL , Fixed Assets and property
  • Supply contracts after acquisition
  • Ghosting controls over payroll

11/ 2007 –8/2009

Chief Finance Officer: Bellis Group (Contract Hender Group)

Bellis is an iconic South Australian brand in the manufacture of confectionary and health food, the organisation with a turnover of approx. $13m and staffing of 45 expanded operations into manufacturing, asset management, property, investments, R&D and import / export.

I was contracted for a six month period to prepare the sale of the manufacturing operation by constructing normative statements for the vendor from the consolidated Financial Accounts, also my role involved dealing directly with the proposed purchaser and relevant parties. I conducted a health check of the manufacturing business and associated businesses and in doing so I identified a) why the Manufacturing business was incurring large losses and b) what the adverse effect to consolidated cash flow would be if the manufacturing arm was sold off.

Achievements

  • Flattening management structure of the business operation by.
  • Removing long serving management and,
  • Replacing them with team leaders
  • implemented long run production schedules against historical data,
  • making the Warehouse the “customer”
  • cost reductions to all cost centres,
  • implemented a new purchasing model for packaging and raw products,
  • reduced contract labour costs by thirty percent, ($0.6m)
  • strengthened balance sheet by reducing long term liabilities such as loans (reducing interest expense and increasing cash flow) long service leave (LSL) and annual leave (AL) provisions and install manageable stock levels (freeing up working capital).

4/2007 –10/2007

Finance and Operations Manager:(Aust)OHL Australia: (in Liquidation)

OHL Australia consisted of three divisions: OHL NZ (fashion)/ Englehardt Brand (SA)/ and Dunlop Eyewear (NSW. Predominately a retail organisation OHL specialises in Fashion Eyewear. The combined revenue of the Australian operations was $5m with a staffing level of 18.

Responsible for establishing and maintaining financial and management procedures and for the business, ensuring all the reporting and the compliance with all company secretarial, regulatory and internal company requirements for Australia are met and to provide leadership and direction to ensure the smooth running and operational performance of the retail business.

Achievements

  • Successfully organised and lead the relocation project of the Sydney acquisition’s operation and warehouse facility to the South Australia head office on budget and within the 10 day time frame.
  • Due diligence at acquisition of stock, IT, customer records, assets
  • Stock identification of 2500SKU’s and recording of the SKU’s onto the ERP system
  • Maximisation of existing warehousing facilities to meet current and future stock holding

9/ 2006 – 4/ 2007

Interim CFO – Company Secretary: Medec Australia Pty Ltd (ASX Listed) Trading as Athlegen (Business relocated to NSW)

Medec Australia Pty Ltd was an ASX listed company specialising in the manufacture, import and export of specialist and general purpose massage tables, the organisation has a turnover of $12m and employed 30+ staff

Promoted to interim CFO and Company Secretarial role, my role was responsible for presenting and reporting accurate and timely historical financial information of the company, establishing capital structure, the mix of debt, equity and internal financing and working with the executive team supplying financial stewardship, providing commercial advice and support in establishing the strategic direction of the organisation until an new replacement could be found.

Achievements

  • Advanced BOM costing of all manufactured products
  • Procurement system attached to BOM
  • HR record keeping to meet all statutory compliance requirements
  • Trained and mentored staff in Advanced Excel, MYOB and Word
  • Improved Payroll systems