Bree Denton

With the Global appetite to increase investment within renewables to ensure a diverse portfolio, the acquisition of a wind service business in Australia, necessitated the expansion into Melbourne. This intensified separate Business Unit focus, however resources due to being in the infancy phase limited resources prompted my relocation to Melbourne to assume the Business lead of Wind in a general manager capacity in addition to my existing CFO role.

*Delivered Wind business case within $10 million CapEx budget and operational costs in first year.

*Achieved Day 1 readiness by passing ISO audit successfully.

* Leading Lease negotiations for new facility including escalation discussions with landlord

* Developed supply chain demand planning processes with lead overseas Factories in Finland and China.

* Reduced order-to-cash cycles to enhance operational efficiency.

* Cultivated strategic relationships with new critical vendors and customers necessary to achieve our business plan

* Local project lead for Finance on the Outsourced Business Partner provided transition across all accounting functions

* Designing business improvement processes with the new BPO for cash collection and accounts payable

* Global lead on financial strategy initiatives for CFO reporting pack for the sales regions.

* Implemented automated reporting for APAC operations manager for Workshop and field service P and L's using SAP analytical cloud

* Contributed to achieving a record year for Flender Pty Ltd in terms of Revenue and EBITDA% in a difficult market climate for the industrial business

Given the strategic importance of the WA market and to ensure the ROI on the $6millon investment into the Perth Service Center, I was positioned in Perth to ensure senior leadership on the ground.

* Facilitated growth of Perth Service Center from inception to annual turnover of $10 million.

* Designed and implemented critical operational KPIs and P&L reporting for the three service centers

* Negotiated pricing strategy for long-term partnership agreements with key customers.

* Collaborated with Sales in terms of pricing strategy and commercial terms to secure the largest tender in Flender's history valued at $25 million.

* Developed local talent in WA service business to enhance operational capabilities.

* Led the local acquisition and integration of a Wind Service Business of $9 million turnover and 10 employees

* Served as local project lead for global IPO data collection and questionnaire gathering.

During my tenure at Flender, the business has expanded business from a turnover of $24 million to $100 million and a headcount of 24 to 100. The national footprint has increased from one service center to four sites. In additional, I have been locally responsible for project managing the transition from carve out to setting up a standalone business and then preparing for Private equity ownership by one of the global big players.
* Set up the local finance structure and strategy
* Designed and implemented the local budget and forecasting, liquidity planning and month end and management reporting process and took the lead on these tasks in the start up phase
* Mentored and trained the finance team on all finance relate tasks
* Business partnering across the business to improve the level of understanding and key drivers of financial KPI’s (cost recovery, aged WIP, utilization of productive labour) and relevant commercial terms in customer contracts (liability caps and carve outs, LD’s & warranty terms)
* Managed the legal separation from Siemens which involved Implementing new treasury and financial reporting systems.
* Supported in implementing new HRIS, payroll and expense claim processes and systems.
* Implemented new governance and signature authority guidelines, boosting profits by over 3% annually.
* Provided sales and service with transparency of actual cost rates for Service and negotiated price increases with customers
* Set up framework agreements and price lists with critical suppliers to increase service profitability.
* Lead the annual external audit and collaborated with local business partner in the development of the financial statements
* Liaison with tax in HQ and local provider on all related tax matters for a subsidiary of an internal company (transfer pricing, GST, VAT, Country by country reporting, FBT)
* Local lead on enterprise risk management, compliance, risk and control topics.
* Lead on the board meeting preparation

• Appointed the country project manager for the carve out the Mechanical Drives to Flender Pty Ltd with a go live date of July 1st 2018.
• This included activities required to incorporate a new company involving strong collaboration with a variety of work streams within the local entity and Headquarters in Germany.
• In addition supporting the headquarters IT workstream implement a new ERP system attending fit gap workshops and intense testing and migration activities.
• Furthermore responsible for the financial controlling on the business unit and directly leading a business administration team of 4 direct reports.

• Served as divisional controller for Laboratory Diagnostics business across Australia and New Zealand, managing $100 million AUD.
• Led Business Administrative team of 15 employees, fostering strong leadership through mentoring and coaching.
• Oversaw commercial activities from sales and marketing to supply chain and financial management.
• Supported Diagnostic Regional Business Managers in ASP cluster as subject matter expert.
• Assumed full responsibility for P&L, balance sheet, and cash flow performance of division.
• Managed broad range of business administration tasks, including order entry and large-scale project management.
• Developed company strategies with management team, executing strategic pillars within area of responsibility.
• Coordinated large-scale tenders worth $90 million AUD, preparing comprehensive business cases for global board.

• Oversaw two divisions within Healthcare with a turnover of $135 million AUD, leading a team of 11 employees.
• Assumed full responsibility for P&L, balance sheet, and cash flow performance across both divisions.
• Managed diverse business administration tasks, including order entry, contract management, and project oversight.
• Controlled capex expenditures and asset management totaling $10 million AUD.
• Completed budgets for Clinical Products and Diagnostics, along with corresponding forecasts.
• Prepared monthly management reports detailing deviations from forecasts and corrective actions.
• Presented financial overviews at Siemens Ltd Executive Management meetings and quarterly company reviews.
• Developed strategies with Vice Presidents to enhance customer relations, pricing, and profit improvement.

• Leading a small team of two employees and working closely with the Vice President, provided much needed financial focus to the Clinical Products division.
• My role quickly expanded after a period of one month to incorporate the Diagnostics Division.
• Led a team of two employees, ensuring alignment with financial goals.
• Streamlined financial processes to enhance operational efficiency in both divisions.

• Directly reporting to the Executive Commercial Manager Marketing, I provided the Marketing Managers with timely financial guidance and also support when communicating with their business units.
• Supporting Marketing Managers with understanding (analysis) of their respective markets and assisting with pricing strategies.
• Developing new reporting tools in order to improve the delivery of data.
• Involved with Strategic Marketing and the Marketing Management team in the development of the marketing strategy of the Healthcare Pacific Cluster.
• Coordination of the rolling forecast and budget including discussions with the Business Units in Headquarters totaling $150 million AUD.
• Tester for the roll out of global profitability for Imaging and Clinical Products in Singapore.
• Mentoring a commercial graduate and intern.

• Completed Siemens Commercial Graduate Program within six months; transitioned to Senior Commercial role.
• Managed commercial tasks previously held by Commercial Manager and Officer, overseeing operational and transactional activities.
• Assumed full responsibility for P&L, Balance Sheet, and cash flow management for Healthcare New Zealand with $25 million NZD turnover.
• Executed all business administration transactions, including project and service contract entries into ERP systems.
• Initiated and managed forward cover for equipment orders totaling $10 million over 18 months.
• Directed project management of system orders, quotes, tender terms, and financial performance controlling.
• Prepared comprehensive monthly management reports detailing deviations from forecasts and corrective actions taken.
• Mentored international intern while conducting performance reviews and providing financial guidance during customer negotiations.

• Second rotation as a Commercial Graduate within Industry assisting the Commercial Manager of Water Technologies and Airport Logistics.
• In addition, confronted with the personnel challenges of a newly integrated company into the expanding water business.
• Providing SAP support and training for the newly integrated employees in terms of financial reporting and general business operations.
• Collaborating with project managers of complex projects in Airport Logistics to the value of $65 million AUD involving monitoring project profitability including both POC and CCM methods and compiling monthly project reports to Headquarters.
• Ensuring invoicing milestones of two large airport projects (totaling $120 million) were met avoiding liquated damages.
• Managing claim management with the customer and also with Headquarters.
• Responsible for the financially controlling of the two Business Units including budgeting, forecasting and preparation for business review totaling $60 million AUD.
• Reviewing contract terms and conditions for tenders with the contract manager and preparing deviations.
• Reviewing and approving calculation sheets with the Business Development Managers for customer proposals.
• Completed a group Business Improvement Project aimed at improving CRM coverage and presented to Executive Management as part of the graduate program.

• Managed financial control for Cable Business Unit, reporting directly to Commercial Manager.
• Completed budget for Cable, totaling $10 million AUD, within first five months.
• Conducted month-end procedures, monitoring Profit and Loss and Balance Sheet for reporting.
• Served as tester for internal Sarbanes Oxley Audit group, performing audits and preparing reports.
• Maintained constant communication with shared services in Finance, Procurement, and Logistics.
• Initiated project to enhance communication between Procurement, Logistics, and internal sales team.
• Delivered training sessions for commercial colleagues on inventory provision transactions.
• Reviewed and approved calculation sheets with Business Development managers for customer proposals.