Summary
Overview
Work History
Education
Skills
Accomplishments
Certification
LNGG
Timeline
Generic

SIMONE ADELE COOMBES

Nowra,NSW

Summary

Accomplished Property Developer and Consultant with a strong financial background. Extensive expertise in property development, construction, and financial services industries. Strategic thinker with an entrepreneurial mindset and hands-on approach. Adept at navigating fast-paced and rapidly changing environments with confidence and decisiveness. Highly perceptive of individuals and their motivations, excels at fostering enthusiastic and cohesive teams through natural assertiveness.

Overview

35
35
years of professional experience
1
1
Certification

Work History

Director

SHOALHAVEN CITY MARINA PTY LTD
07.2016 - Current
  • Company Overview: (Property Development Industry)
  • Analysis, preparation and presentation of property development opportunities to internal board and to private equity investors (development briefs, feasibilities and planning strategies)
  • Management of property development projects over the whole project lifecycle
  • Lead the planning and consent authority approval process
  • Built and managed relationships with investors, planning consultants and construction contractors
  • Managed project budgets and timelines in office and on-site
  • Responsible for financial management and reporting to owners and investors
  • Responsible for all compliance related reporting to NSW Government Agencies e.g. EPA
  • Evaluated emerging industry trends to identify opportunities for strategic partnerships and market expansion initiatives.
  • Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
  • Enhanced team collaboration through regular communication, goal setting, and performance evaluations.


Senior Development Analyst

VICTORIA & ALFRED WATERFRONT (PTY) LTD
01.2003 - 01.2004
  • Company Overview: (Property Development Industry)
  • Responsible for the preparation of detailed feasibility studies for international mixed-use waterfront developments and investment transaction required to fund these projects.
  • Prepared an International Expansion Strategy
  • Built detailed financial models and prepared feasibility studies for all international and major national property development projects
  • Created business partnerships with leading international Developmental Finance Institutions (DFI)
  • Secured appropriate investment funding and managed national and international investor relationships
  • Managed international political relationships required for successful public-private-participation (PPP)
  • Performed an international benchmarking exercise of professional fees within the accounting and legal professions
  • Prepared and managed the annual business plan and budget for the External Projects Division

Post graduate studies

UNIVERSITY OF CAPE TOWN
01.2002 - 01.2002
  • Full time Post Graduate studies in Finance, Corporate Governance, Financial Accounting and International Taxation

Financial Consultant

OLD MUTUAL GROUP PLC
01.2000 - 01.2001
  • Company Overview: (Financial Services Industry)
  • Responsible for the implementation of an Enterprise Report Management system (ORACLE).
  • Documented all existing financial processes
  • Designed implementation scope document
  • Compiled business case presentation
  • Completed detailed costing schedule
  • Performed fit-gap analysis of existing and proposed financial processes (ORACLE)

Internal Audit Manager

ENGEN PETROLEUM LTD
01.1998 - 01.2000
  • Company Overview: (Petrochemical Exploration, Refining and Marketing Industry)
  • Responsible for the management of the corporate audit team and tasked with all risk assessments group wide. Performed long term and annual audit planning. Executed planned audits and prepared corporate governance reports.
  • Undertook quality review of existing internal audit processes. Performed benchmarking to professional practice and international IIA standards and made presentations to senior management (director level) of recommended changes.
  • Obtained buy-in from executive management, middle management, line and staff members for proposed audit methodology.
  • Performed formal and on-site training for auditors.
  • Implemented new audit approach at key business units commencing with comprehensive risk assessment and culminating in corporate governance reporting.
  • Designed a business specific electronic Audit Documentation suite that created on-line integrated Risk Assessments, Audit Programmes, Audit Working Papers, Audit Finding, Summaries, Audit Reports and a risk related Internal Control Database. This suite accommodates simultaneous review and preparation by multiple users from different physical locations.
  • Designed risk based long term and annual audit plan and managed the execution and completion of scheduled audits.
  • Reviewed all audits and produced relevant Corporate Governance Reports for Board Audit Committee purposes.
  • Actively marketed the Internal Audit service to the business and assisted management in ad hoc audit related requests such as Project Management Reviews and Fraud Related Investigations.
  • Responsible for liaison with External Auditors and optimisation of total Audit Expenditure.
  • Facilitated accelerated development for management identified fast track candidates (with special emphasis on Employment Equity employees) via group-wide business exposure and team management opportunities.
  • Managed a team of 10 internal auditors and 2 process documentation clerks based in 5 decentralised business units.

National Business and Economics Analyst

ENGEN PETROLEUM LTD
01.1995 - 01.1998
  • Company Overview: (Petrochemical Exploration, Refining and Marketing Industry)
  • Tasked with national business projects, major Business Process Re-engineering and Post Implementation Auditing.
  • Analysed existing invoicing and proof of delivery process for bulk product delivered via own and third party transportation. Assessed and prioritised internal and external customer business requirements, researched IT constraints and financial reporting criteria. Developed and presented a business solution that delivered simultaneous invoicing and proof of delivery, effectively shortened credit terms, reduced credit risk and eliminated dispute of delivered bulk product quantities.
  • Redesigned centralised document imaging business process by implementing the following: 'can-ban' (balanced line) approach to workflow in order to eliminate backlog and cyclical processing
  • Utilising outsourced document courier services, reducing despatching time from 30 plus days to a 3 day maximum for all despatching plants (urban and remote location)
  • Off line but core-system initiated, default exception reporting to enable immediate, document-specific flagging of outstanding items generated nationally by 90 plus company-owned, shared and 3rd party operated terminals and depots
  • Major Financial Process Re-engineering Projects:
  • TAR (Trade Accounts Receivable)
  • Researched current process and business practice from customer acquisition through to Bad Debt Management. Redesigned process included best practice internal controls relating to credit vetting, ability to pay, security, contractual completeness, customer database management, administrative accuracy, payment information, order referral follow-up, account blocking, default credit limits and terms, dishonoured check (payment), advice and reporting, salesperson’s accountable for profitability and sound customer relationship criteria.
  • Designed Process Manuals to include control and responsibility matrixes, process maps and sample documentation to be used as presentation and training material.
  • Peer review of Re-engineering Process to all internal customer groups to facilitate discussion, quality review and buy-in.
  • Direct and significant results include drastic reduction of bad and doubtful debts, improved customer profitability profile and customer database accuracy.
  • CAPEX (Capital Expenditure)
  • Identified all internal customers, information requirements and specific responsibilities. Analysed control weaknesses and diffused accountabilities in current process and replaced with an integrated and cohesive process flow that allows for a matrix designed organisation with centralised overall process ownership and decentralised accountability for capital expenditure and the resulting internal rates of return (IRR), discounted cash flows (DCF) and pay back periods and overall profitability in line with corporate Investment Strategy and Hurdle Criteria.
  • Designed Process Manuals to include process, internal control and responsibility mapping, budget preparation and timing guidelines and individual project justification requirements and criteria. These manuals are used for presentation and training purposes.
  • Presentation to management for final review, approval and endorsement.
  • Direct results upon implementation include raised return on capex, comprehensive project justification in line with company investment strategy and criteria, tighter project management, elimination of unjustified and unapproved project over-expenditure and improved accuracy of fixed assets register.
  • Rebates
  • Root cause analysis of poor relationships between rebate levels, sales volumes, customer profitability and product cross-subsidisation. New process includes: a) comprehensive rebate justification by salesperson; b) segmented rebate levels applicable to identified product groups; c) rebate expense in line with industry and product specific short and long term marketing strategies; d) support of customer incentive schemes, market development goals and product expansion initiatives by rebate process; e) improved rebate data capturing accuracy.
  • Preparation of Training and Presentation Manual including process, responsibility and internal control mapping and standardised sample documentation.
  • Peer review of re-engineered process to all internal customer groups to facilitate discussion, quality review and buy-in.
  • Subsequent presentation to management for review, approval and endorsement.
  • Liquid Petroleum Gas: Strategic Marketing Study
  • In-depth research into appropriate strategy for a key petrochemical product that anchors usage of petrochemical products in commercial energy applications (other than automotive). Analysis of product life cycle, competitor energy sources, impact of emerging technologies, environmental constraints, refining fixed cost optimisation, impact on other “bottom of barrel” markets and long term impact on refining margins.
  • Prepared a business strategy that addressed alternative market positioning, life cycle management, investment/disinvestment indicators, potential cash value, current product profitability and sales consideration (price) for entire business, projected sales and profit levels and valuation of capital employed. Presentation to senior management of recommended strategy and liaison with external consultants on valuation method used.
  • The Business Strategy was absorbed into the long-term petrochemical strategy document used by the Group Strategic Initiatives Department.
  • Financial Modeling
  • Designed and built an Investment Decision-Making Model to be used for all Commercial Capital Investment group wide.
  • Identified and quantified all factors impacting on Investment Decision for inclusion into Model Assumptions. Provided for full and incremental (margin) cost based decision making for full range of petrochemical products (including lubricants) used in commercial business.
  • Model includes sensitivity analysis and alternative business scenarios (rebates, optimum capex levels, differing volume levels, existing capex, multi-product sales deals, differing business unit and corporate overheads, varying inflation and market growth rates).
  • Model is designed to allow for approved continuous updating and assumption review. Provides ease of use designed to cater for use by possible non-financial, non-numerative salespersons with reports designed to ensure provision of all required project approval information. These include discounted cash flows, internal rates of return, pay back periods, comparison to hurdle rates, projected income statements, and statements of assets and liabilities.
  • Information integrity, on-line availability and extensive testing of the model prior to presentation, approval and implementation were performed.
  • Discussion and review of model requirement was performed throughout the design phase.
  • Presentation to Business Management included sign-off by Treasury, Strategic Initiatives and Corporate Capital Process Owner and Executive Committee Members.
  • Training and Demonstration was performed to all key users and supported with a comprehensive manual.
  • This financial model was incorporated into the business and still acts as the benchmark against which subsequent investment models are judged.
  • Throughout the development of the model, collaboration with a recognised external consultant took place as well as final review by an internationally recognised expert consultant.

Export Business Analyst

ENGEN PETROLEUM LTD
01.1994 - 01.1995
  • Company Overview: (Petrochemical Exploration, Refining and Marketing Industry)
  • Tasked with financial reporting, budgeting and project management in line with Company Strategy for the first formal Export Department.
  • Designed monthly financial reporting to include profitability and marketing expense reports at regional (African country) and customer level, as well as marketing expenditure and sales volumes.
  • Monthly and annual Budget Preparation including actual and forecast volumes; capex and marketing expenditure; variance analysis and trend management.
  • Produced all DCF (Discounted Cash Flow) analyses for planned product storage and refining projects in line with African Expansion Strategy. Involved in all liaison with potential shipping, storage, distribution and governmental partners. Performed feasibility studies and environmental impact assessments for proposed construction sites.

Export Co-ordinator

ENGEN PETROLEUM LTD
01.1993 - 01.1994
  • Company Overview: (Petrochemical Exploration, Refining and Marketing Industry)
  • Sales executive for selected major export accounts in several African countries.
  • Identified and assisted customers with product requirements and projected volumes.
  • Ensured acceptable credit and forex security.
  • Co-ordinated shipping and handling of product from refinery gate to customer site requiring multiple transport modes.
  • Researched government taxes, incentives and limitations applicable to relevant African countries.
  • Analysed country risk, market growth and potential profitability.

Transport Advisor

ENGEN PETROLEUM LTD
01.1993 - 01.1993
  • Company Overview: (Petrochemical Exploration, Refining and Marketing Industry)
  • Tasked with feasibility studies relating to the transportation of product, depot operations, an integrated Transport Fleet Management System, the management of Transshipping Expenditure and Monthly Transport Expenditure Reporting.
  • Analysed transport fleet utilisation and recommended fleet rationalisation at a major terminal. Fleet was reduced in line with proposal.
  • Reviewed manual fleet despatching at major depot and made recommendations for additional training of despatch staff.
  • Represented the needs of Transport Management in a team approach to designing and building on integrated TFMS (Transport Fleet Management System).
  • Designed system requirements, control mechanisms, reports and databases for the management of transshipping expenditure in a SAP data management environment.
  • Produced monthly reports relating to transport fleet utilisation, location and maintenance and overall expenditure.
  • Produced monthly transport cost indicators including Cents Per Litre (CPL), Cents Per Delivery (CPD) and Cents Per Kilometre (CPK) costs.

Articled Clerk

BDO SPENCER STEWART
01.1991 - 01.1992
  • Company Overview: (Chartered Accountants and Auditors)
  • Completion of Contract of Articles – Cape Town.
  • Accounting Training
  • Tasked with monthly accounting and annual financial statements and Tax Return preparation.
  • Management Consultancy
  • Seconded to Methodist Church of Southern Africa (Cape Flats Circuit) responsible for the design and implementation of financial systems and monthly and annual reporting in line with central Methodist Church requirements.
  • Responsible for reporting of receipt and utilisation of donations by international donors to Methodist Church Stewardship.
  • Designed financial systems and reports for major welfare projects including 7 major creches established in under-privileged areas.
  • General management of circuit offices and administrative staff.

Articled Clerk

DELOITTE & TOUCHE
01.1990 - 01.1991
  • Company Overview: (Chartered Accountants and Auditors)
  • Commencement of Articles - Windhoek.
  • Auditing
  • Formal and on-site audit training in a risk based audit methodology that is based on effective internal financial controls at the following audit assignments:
  • Namibian subsidiaries of the Rennies, Barlow Rand and Anglo American Groups.
  • Reserve Bank of Namibia.
  • University of Namibia.
  • Ohlthaver and List Group of Namibian Companies.
  • Namibian Building Society.

Education

BACHELOR OF ECONOMICS - Economics

University of Stellenbosch

BACHELOR OF ACCOUNTING AND FINANCE - Accounting And Finance

University of South Africa

POST GRADUATE DIPLOMA IN ACCOUNTING - Accounting

University of Cape Town

HONOURS BACHELOR OF COMPUTATIONS - Accounting And Finance

University of South Africa

MASTER IN URBAN AND REGIONAL PLANNING - Property Development

Curtin University

Skills

  • Building strong professional connections
  • Strategic investment and development planning
  • Excellent verbal and written communication
  • Detailed analysis, multi-team collaboration, strong leadership

Accomplishments

    Successful delivery of a nationally-significant, mixed-use property development capable of sustaining 1,500 jobs.

    Developed and maintained long-term international property investor and key government stakeholder relationships.

    Defined a $1.4bn regional property development strategy

    Managed the corporate structuring, taxation and financial accounting requirements for foreign and Australian proprietary limited companies.

    Secured complex DA's, highly-contested Modifications and stringent NSW Government licences (EPA and Office for Water).

    Lead a large team of external planning and building consultants over a twelve year period.

    Achieved national recognition as a civil construction leader and innovator.

Certification

  • Certified Internal Auditor (The Institute of Internal Auditors, Inc.)
  • Articles (Chartered Accountant)

LNGG

English
Afrikaans
Zulu
Xhosa

Timeline

Director

SHOALHAVEN CITY MARINA PTY LTD
07.2016 - Current

Senior Development Analyst

VICTORIA & ALFRED WATERFRONT (PTY) LTD
01.2003 - 01.2004

Post graduate studies

UNIVERSITY OF CAPE TOWN
01.2002 - 01.2002

Financial Consultant

OLD MUTUAL GROUP PLC
01.2000 - 01.2001

Internal Audit Manager

ENGEN PETROLEUM LTD
01.1998 - 01.2000

National Business and Economics Analyst

ENGEN PETROLEUM LTD
01.1995 - 01.1998

Export Business Analyst

ENGEN PETROLEUM LTD
01.1994 - 01.1995

Export Co-ordinator

ENGEN PETROLEUM LTD
01.1993 - 01.1994

Transport Advisor

ENGEN PETROLEUM LTD
01.1993 - 01.1993

Articled Clerk

BDO SPENCER STEWART
01.1991 - 01.1992

Articled Clerk

DELOITTE & TOUCHE
01.1990 - 01.1991

BACHELOR OF ECONOMICS - Economics

University of Stellenbosch

BACHELOR OF ACCOUNTING AND FINANCE - Accounting And Finance

University of South Africa

POST GRADUATE DIPLOMA IN ACCOUNTING - Accounting

University of Cape Town

HONOURS BACHELOR OF COMPUTATIONS - Accounting And Finance

University of South Africa

MASTER IN URBAN AND REGIONAL PLANNING - Property Development

Curtin University

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