Teresa Myat Berg CPA

• Company Overview: TfNSW leads the development of safe, integrated, and efficient transport systems for the people of NSW, focusing on transport planning, strategy, policy, procurement, and other non-service delivery functions across all modes of transport

· Executive Leadership: Member of the Executive Leadership Team at Deputy Secretary and Executive Director levels.

· Portfolio Management: Managed a division comprising of >$500m revenue, $2.3 billion OPEX and $300 million CAPEX portfolio, leading a matrix-structured team of 22 diverse finance professionals.

· Financial Reporting & Operations: Responsible for all financial reporting obligations, including rolling forecasts, strategic planning and ensuring financial stability. Implemented effective strategies to optimise growth and financial sustainability. Prepared and presented comprehensive board packs on time, facilitating discussions that led to risk mitigation strategies and new business opportunities.

· Finance Business Partnering: Led the Finance Business Partner (FBP) teams in establishing and maintaining strong relationships with the Executive Leadership Team (ELT) and their direct reports. Identified their needs and provided tailored business solutions aligned with the budget. Led FBP and FP&A teams to provide insights, analysis, and secure funding for major initiatives. My efforts in this role have enhanced collaboration and support for key financial strategies and projects

· Strategic Planning & Leadership: Delivered strategic leadership and guidance for financial planning, budget prioritisation and forecasting processes within the Transport cluster governance framework.

o Developed & implemented rolling 10 year financial Asset Services Plan, identifying risk and mitigation strategies

o Identified efficiency improvements, optimised cost and revenue, and conducted ongoing risk assessments to support growth, financial sustainability, and strategic objectives

· Compliance & Financial Governance: Integral Member of 6 x Divisional Strategic Governance Committees (including Tech, Operations, headcount, maritime, asset management) to ensure compliance, due diligence and internal controls are managed within the governance framework. Required knowledge of Treasury policies, accounting standards and legislative requirements of Waterways Fund as governed by the PAMA Act.

· Cost and Revenue Optimisation: Identified and capitalised on revenue opportunities by expanding the Maritimes mooring program, implementing road occupancy licenses, recovery of Major Events for the state and reallocating operational staff costs to other divisions. These initiatives effectively addressed funding shortfalls and contributed to the division’s financial stability.

· Change Management Led comprehensive change management initiatives, providing targeted training in financial literacy and capability uplift training to various business areas. This strengthened organisational resilience by remaining adaptable to market changes and influences from COVID-19, natural disasters such as bushfires and floods, global conflicts, and industrial action. Monitored performance targets to ensure alignment with strategic goals.

· Risk Management & Audit Success: Proactively identified and addressed financial risks, ensuring the division remained ahead of potential issues, including impacted delays from delivery of Metro/Parramatta rail delivery and the Zero Emission Bus program. Implemented strong internal controls and navigated complex regulatory environments to maintain compliance with all relevant laws and standards.

· Thought Leadership: Functioned as a thought leader, staying updated on current and emerging planning issues and trends.

· Budget and Parliamentary Engagement: Successfully prepared information for Budget estimates Electoral statements, responded to parliamentary enquiries, navigating complex political landscapes and engaging with various stakeholders. This resulted in accurate, timely, and compliant communications, managing political sensitivities and maintaining professionalism in high-pressure situations.

· Strong Team Leadership: Developed and led a high-performing team, maximising employee engagement and enablement across the group 90% retention in direct reports over 4 years.

· Senior Leadership: Active member of the Senior Leadership Team, contributing to strategic decision-making.

· Portfolio Management: comprising of >$500m revenue, $1.8 billion OPEX portfolio, leading a team of 15 finance professionals to ensure financial stability and performance.

· Executive Collaboration: Engaged and partnered with 10 Executive Directors, the Chief Operations Officer of Transport, and their direct reports to align financial strategies with operational goals.

· Financial Controls & Reporting: Oversaw financial planning, forecasting, and monthly operating results reporting, ensuring accuracy and timeliness.

· Strategic Analysis: Provided financial analysis and insights. Provided strategic recommendations to support business objectives and drive growth.

· Efficiency Improvements: Identified and implemented operational efficiency improvements, supporting growth initiatives and optimising resource utilisation.

· Performance Collaboration: Collaborated with corporate and operations teams to exceed performance targets and achieve financial goals.

· Stakeholder Engagement: Cultivated strong relationships with stakeholders to secure support and funding for key initiatives.

· Mergers and acquisitions: Managed Machinery of Government changes between the Department of Industry and Environment and Transport, successfully transferring $1.9 billion in Crown Land Assets.

· Funding Optimisation: Influenced an alternative pathway to unlock $200 million from the Waterways Fund and increased the division's OPEX and Capital appropriation limit.

· Change Leadership: Led change management efforts to adapt to market shifts and organisational needs, managing and inspiring a team of 22 finance professionals through an 18-month organisational restructure during the COVID-19 pandemic, while delivering company objectives and maintaining stakeholder engagement.

· Revenue and Expense Management: Managed $110 million in revenue, $122 million in OPEX, and $60 million in CAPEX, ensuring optimal financial performance.

· Strategic Leadership: Provided strategic leadership, partnership, and financial management advice to the Executive Director and General Managers of Maritime.

· Comprehensive Financial Management: Led all aspects of financial management, ensuring compliance with policies, regulatory, and legislative standards, including the Waterways Fund.

· Financial Governance: Provided expert advice on financial governance and assurance to support business objectives and maintain financial integrity.

· Strategic Reporting: Reviewed and modified management reports to ensure alignment with business strategy and objectives.

· Successful Negotiation: Negotiated and closed a $36 million MOU within three months of starting a new role, resolving a long-standing conflict between RMS and Marine Rescue that had persisted for over two years.

· Capital Portfolio Management: Managed a $4 billion capital property portfolio, ensuring optimal asset performance and value.

· Team Leadership: Directed multi-disciplinary finance and valuation teams, fostering collaboration and high performance.

· Policy Implementation: Implemented robust financial policy frameworks for property assets, enhancing governance and compliance.

· System Implementation: Successfully implemented the Property Management System, resulting in streamlined operations, improved asset tracking, and increased overall efficiency.

· Cross-Functional Coordination: Coordinated cross-functional teams to drive efficiency and effectiveness in property operations.

· Strategic Guidance: Provided expert guidance on accounting issues related to new business initiatives, supporting strategic decision-making.

· Stakeholder Engagement: Engaged with the Treasury, the Audit Office, and external agencies and stakeholders to ensure alignment and support for financial initiatives.

· Asset Sale Expertise: Provided technical and expert advice on the sale of the Wentworth Point property asset for $360 million, maximising value and ensuring a successful transaction.

• Company Overview: A leading global real estate services provider with over $300 million in revenue and 800 employees in Australia

· Strategic Partnership: Worked directly with the CFO to ensure successful financial performance and strategic alignment.

· Financial Leadership: Directed forecasting, budgeting, and financial processes for the Real Estate Management Commercial Portfolio, ensuring accuracy and efficiency.

· Transformational Projects: Contributed to business transformational projects, ensuring timely delivery and alignment with strategic goals.

· Cross-Functional Collaboration: Collaborated across departments, including Sales, Marketing, and Operations, to develop comprehensive funding solutions for clients.

· Business Turnaround: Transformed a loss-making Real Estate Management Division into a break-even and profit-making business within three years through an innovative profit-sharing and remuneration scheme.

· Strategic Financial Leadership: Provided strategic leadership on financial management and reporting, ensuring alignment with organisational goals.

· Executive Partnership: Partnered with Managing Directors and the Leadership Team to deliver insights that drive strategic decisions and business growth.

· Change Management: Led a team through organisational change, emphasising business partnership and collaboration.

· Financial Analysis and Recommendations: Conducted financial analysis and provided strategic recommendations to support business objectives and enhance performance.

· Operational Reporting: Prepared and presented comprehensive operational reports to senior management and executive teams, facilitating informed decision-making.

· Business Process Improvement: Developed and implemented business improvement processes for change management in operational shared services, resulting in reduced reporting timelines and FTEs through enhanced efficiencies.

Delivered prompt preparation and reporting of financial results.

Accountable for budgeting, forecasting, and driving spending efficiency.

Engaged in various strategic projects aimed at process and system standardization.

• Company Overview: An integrated energy company, top 40 listed on the ASX, with over $4 billion in turnover and 3200 employees

Prepared and consolidated financial reports for AGL Group.

Provided expertise on accounting policies impacting financial reporting.

Reviewed financial statements and budget/forecasting data for accuracy.

Prepared consolidated monthly stewardship and board reports.

Provided strategic financial advice to senior management and board members.

• Responsible for AGL's treasury transactions in accordance with company policies and accounting standards