JOANN YONG

• My portfolio included two unlisted REIT’s being The Jam Factory Trust and The Como Centre Trust. This largely involved the acquisition and development of The Jam Factory in South Yarrra.
• Preparation of monthly financial accounts and reports including ASX and ASIC REIT statutory reporting.
• Presentation of results, analysis and recommendations at monthly fund meetings, including analysis of KPI’s at a Property and Fund level ie LVR, debt ratio, EBITDA, interest coverage, cap rate.
• Preparation of quarterly investor distribution recommendation.
• Preparation of budgets, feasos, cashflow re-forecasts and variance analysis.
• Recommendation and implementation of improvements to the current reporting templates and models.
• Completion of audit process and preparation of half year and annual financial statements.
• Management of taxation requirements including BAS and annual tax returns.
• Approval of expenses including development costs, management of cashflow, available capital and LVR.
• Recommendation of financing, business and capital strategy to the Directors and Extended Leadership Team.
• Business partnering with fund managers and development managers to provide to their departments as needed.

• Reviewed and approved monthly commercial assessments, budgets in TM1 and monthly cashflow forecasts.

• Business partnered with senior development managers and operational teams, in addition to liaising and managing expectations of internal and external stakeholders.

• Understanding the drivers of growth and risks and communicating this to senior managers.

• Reviewed and presented financial reports in PCG’s, management and stakeholder JV meetings.

• Reviewed completed half-yearly and annual statutory accounts and ensuring the accuracy of the numbers presented.

• My main role was to facilitate and provide support to the merger team for the merger of SunSuper and QSuper.
• Developed frameworks, plans, briefs, and business cases to help drive strategy initiatives that could deliver on business outcomes, including acquisitions, and the engagement and retention of ongoing investment opportunities.
• Developed and managed competitor analysis and modeled scenarios to identify areas for improvement and new opportunities through ongoing research and analysis.
• Prepared and presented reports based on insights from a range of digital data sources, including investment and financial markets knowledge and property experience in the assessment of investment opportunities to support strategic leadership.
• Facilitated various stakeholder management at various levels.

• Initially managed a finance team of five and subsequently recruited two additional AP staff, managing a team of seven in total during the last few months of my contract.
• Reviewed, liaised with the various departments on financial reporting needs, and implemented an overhaul of existing AP system including the rollout of a new building software for Shape Homes.
• Managing cashflow and working capital requirements of both ID Land and Shape Constructions using Excel models and weekly meetings with SDM’s on updates to the cashflow.
• Review and management of project feasibilities and funding models which involved business partnering with various stakeholders.
• Management of monthly financial reporting including month end and board pack and relating information to various stakeholders in PCG meetings. I was involved in both the details of month end and the overall summary to senior management which also involved making various recommendations to senior management to improve the efficiency of the finance team allowing additional time for value adding analysis of the numbers.
• Management of statutory reporting issues, due diligence of potential new assets, analysis of expenses, ensuring efficiencies in working capital, and identifying risk.
• Oversaw financial reporting, ensuring compliance with regulations and accounting standards.

• Initially managed a finance team of five and subsequently recruited two additional AP staff, managing a team of seven in total during the last few months of my contract.
• Reviewed, liaised with the various departments on financial reporting needs, and implemented an overhaul of existing AP system including the rollout of a new building software for Shape Homes.
• Managing cashflow and working capital requirements of both ID Land and Shape Constructions using Excel models and weekly meetings with SDM’s on updates to the cashflow.
• Review and management of project feasibilities and funding models which involved business partnering with various stakeholders.
• Management of monthly financial reporting including month end and board pack and relating information to various stakeholders in PCG meetings. I was involved in both the details of month end and the overall summary to senior management which also involved making various recommendations to senior management to improve the efficiency of the finance team allowing additional time for value adding analysis of the numbers.
• Management of statutory reporting issues, due diligence of potential new assets, analysis of expenses, ensuring efficiencies in working capital, and identifying risk.
• Oversaw financial reporting, ensuring compliance with regulations and accounting standards.

• Property performance reporting and compilation of financial information for monthly management / JV reports with a focus on maximising NPI and presentation of results in management, JV and PCG meetings.
• Understanding the drivers of variances between actuals and forecast and communicating to various business partners.
• Business partnering with various stakeholders in preparing annual budgets and monthly forecasting. Ensuring integrity of information provided by operational staff, leasing, centre managers and procurement.
• Ensuring the integrity of information inputted into Anaplan in the early phase of implementation.
• Year-end reporting and liaising with EY on audit queries.
• Business partnering with centre management/operational staff on the running of the centres in terms of strategy, finance and the legal aspects of leasing agreement.

• The Victoria Harbour project in Docklands in Victoria is worth $6b and on completion will consist of 3,000 apartments, 350,000 sqm of commercial office space and 22,000 sqm of retail space. I was employed to manage three live buildings in construction/selling stage consisting of a mixed used building of both commercial and residential apartments, and two 500 residential apartments, now named Convesso and Concavo.
• Prepared initial business cases, commercial assessments, budgets and rolling monthly forecasts and understood and presented the drivers of variances between actuals and forecast to the management team.
• Business partnered with development managers and other stakeholders in preparing budget and ensuring integrity of information provided.
• Prepared monthly management report and tracked cashflow.
• Prepared half-yearly and annual work-papers/statutory accounts and liaised with external auditors, EY.
• Managed a team of 3 including 1 accountant and 2 assistant accountants, as well as the relationship with JV partners and project stakeholders.