Peter Gome

Circa Group is a bio chemical company producing green solvents to replace petrochemical solvents to be banned across European region. It received a €9 mil Euro grant from EU, towards funding of a €36 mil Euro plant in France.

Assignment was to raise additional capital in Australia or offshore to fund the plant and sales/marketing costs.

Achievements

· Worked through the Australian capital sources very quickly with no success. With the assistance of the cornerstone investor in Norway and PwC, facilitated a ‘friendly’ takeover by a Norwegian newco shell company

· Completed all the commercial requirements for the capital raising including financial modelling, investor presentations (virtually) etc.

· Floated on Euronext Norway exchange raising €55 mil in March 2021 to fully fund the next three years cash requirements

· Handed over to the Norwegian CFO in September 2021 as part of the migration to more Norwegian based management team

· Completed ad hoc consulting capacity for the Australian subsidiaries until Feb 2022

VeroGuard Systems developed a ground-breaking world-leading platform that addresses the two biggest issues impacting user security on the internet: identity theft and data security.

Brought in to raise capital and provide expert financial and commercial guidance on documentation.

Appointed to permanent role to add a corporate structure and disciplines to a well-established high net worth family office with the principal activity of property management and development

Achievements

· Finance lead for the sale of 50% of Pacific Werribee and Epping to QIC and transitioned property management financial management.

· Established PG Shared Services P/L to support complex business activities underpinned by management services agreements to strategic business units including relevant services and costs

· Successful negotiations with ATO to agree tax on recent asset sales and close 2016 and 2017 returns

· Redesigned property and other strategic business reporting for management, family office and Advisory Board

· Manage treasury and debt facilities and improved interest rate through key relationships with banks

· Upgraded Property management system, YARDI, and migration on premise servers to Office 365 and Amazon cloud.

Appointed to grow player numbers, improve commercial focus and build strong government relationships

Achievements

· Added 20% growth to registered winter players, double NSW, QLD and the national average

· Profitability improved 400%, Net assets 300% increase and cash up300%

· Introduced Women in Football Network and Community in Business initiatives

· Renegotiated improved commercial terms for the two Council leased facilities

Brought in by CUB to work on a supply project during short-term staffing pressures

Achievements

· Prepare the final business case for a significant supply chain project involving complex manufacturing and logistics options and bottling plant closure

Brought in to restructure the business following prior year operating loss and CEO departure

Achievements

· Right size the organization and exit office leases given industry down turn and

· Prepare and implement recapitalization plan including re-negotiating a new banking facility

· Established new businesses and Permanent establishments in Fiji and New Zealand

Brought in to turnaround performance and establish a new budget, following current year loss and $1m cash deficit

Achievements

· Delivered a $1.2m financial performance turnaround with 5% growth in player registrations

· Transition the leadership and business from governance to customer service

· Convert 45% staff churn to 10% through multiple initiatives identified from staff survey

Brought in for performance turnaround, Cash Management and restructure Planning & Reporting

Achievements

· Profit improved by 120% over previous year

· Refinanced shareholder and bank debt, new equity and ATO scheme of arrangement

· Implemented Client and Consultant profitability reporting linked to consultant utilization

· Deep involvement in successful bids improving the bid/win ratio by 25% through lessons learned

Appointed for performance turnaround, restructure business support and migrate to new ERP

Achievements

· Improved EBITDA by 15% over previous year and paid dividend for the first time in 10 years

· Exited uneconomic property lease winning Supreme Court litigation with $6m benefit

· Migrated 3 ERP’s to MS Dynamics in 12 months complete with full unit costing

· Completed 4 business channel industry and competitive analysis and strategic plans

· Redesigned business models including profitability, cash flow, working capital & forecasting

Brought in to integrate 5 family businesses into the new company from day 1 and transition to new CFO

Achievements

· Validated the Deloitte’s business model and set annual budget and KPI’s

· Controlled cash flow from day 1

· Established board and management reporting and weekly KPI leading indicators

· Set up delegated authorities and capital expenditure renewal program and property portfolio

· Registered and commenced all regulatory reporting (BAS, Payroll tax, workers comp etc )