Joy Ottaway

The CFO Group is a global provider of performance management systems to large and complex organisations, allowing them to manage their planning, budgeting and forecasting processes, and the subsequent monitoring, analysis and reporting of results. CFO Group solutions are implemented in quick successive stages, delivering value to the business early and often.

Responsibilities:

• Director and shareholder since 2020
• Bringing both financial and systems expertise to projects
• Liaising with the Project Manager and Solutions Architect on projects
• Planning, executing and overseeing the successful delivery of projects
• Providing consulting expertise and support
• Developing and delivering customised training, ensuring the transfer of knowledge
• Ensuring a timely resolution to any application issues; providing workarounds and liaising between clients and product teams
• Driving high levels of client satisfaction
• CFO responsibilities for the CFO Group Pty Ltd

Achievements:

• Delivering projects on-time and on-budget across a wide variety of industries in Australia, NZ and the UK. The projects, delivered in incremental phases, include:
• Budgeting, planning and forecasting
• Statutory and management consolidation
• Reporting and disclosure management
• Retaining long-standing clients who feel valued and well supported
• Delivering high-quality solutions tailored specifically to c;ient's unique needs
• Attained CCH Tagetik Consolidation Champion Status
• Invited to speak with product expert at CCH Tagetik InTouch annual conference with 600+ attendees

Lyne Opinion is a leading boutique professional practice that provides expert independent financial opinions in the areas of business valuation, litigation support, financial dispute resolution and associated fields.

Responsibilities:

• Reporting to the director and principal, Brendan Lyne
• Preparing, to review level, reports of briefs of evidence on a wide variety of business and commercial matters such as quantifying damages in breaches of contract and relationship property disputes.

Prism Software Group, over 25 years, had developed into one of the world’s leading Management Information System (MIS) software and shop-floor management tools for the printing and graphic arts industries. Prism was truly global with offices in North America, Europe, Africa, Australia and New Zealand, and with representatives in South Africa and India. It was acquired by US-based Electronics for Imaging (EFI) in August 2011.

Responsibilities:

• Headhunted to return to Prism Group in senior executive role to address long-term viability of the Group
• Reporting to the Chief Executive and Board. One of three on the Senior Executive Management team
• Delivering all financial and fiscal management aspects of global company operations – NZ, Australia, USA and UK
• Managing the global finance team, including staff recruitment, appraisals and development

Achievements:

• Achieving Group turnaround during global financial crisis
• Evaluating and improving internal processes to create efficiencies
• Enhancing management and board reporting
• Maximising shareholder return from EFI acquisition

Workforce is the umbrella name of three Auckland organisations that bring together businesses and people with disabilities. Established in 1962, Workforce is an NGO which has assisted thousands of disabled people to work in careers of their choice.

Responsibilities:

• Realigning and redefining the mission statement and organisational values
• Restoring financial health of the organisation while achieving MSD targets
• Significantly improving communications with stakeholders: Board of Directors, Trustees, funding organisations and staff
• Implementing NZ Disability Strategy principles
• Improving public profile
• Developing and maintaining a strong and cohesive management team

Achievements:

• Restoring financial health of the organisation. Deficit of $578k in 2002 turned into consistent surpluses from 2004, with correspondingly strong cash flows
• Tripling the number of disabled clients served between 2003 and 2008, with waiting times reduced from over 2 months to 5 working days
• Introducing ‘The Single Door’ - allowing clients to choose from a menu of employment options
• Developing a constructive relationship with MSD and Department of Labour
• Effectively managing the repercussions of the repeal of the Disabled Persons Employment Promotion Act 1960. Making submissions to the Social Services Select Commission. Lobbying Central Government
• Enhancing the Student Transition Programme. Establishing an internally-funded programme to assist non-ORRS students make the transition to work
• Introducing a Numeracy and Literacy Programme through Workbase for employees
• Gaining a reputation as one of the most respected and innovative leaders in the disability sector in NZ, and increasingly, an international reputation