Rachael Prenter

Company Overview: Riversun Grapes is New Zealand’s Leading supplier of grafted grapevines producing three million vines per year. Riversun Plants grows potted Avocado and Grapevines, along with permanent horticulture. Linnaeus is a diagnostic lab, with Riversun Nursery the holding Company. Riversun has a permanent staff of 70 and up to 200 during processing. Riversun Nursery turnover was circa. $35m

• CFO cover during a period of restructure for the organisation.
• Responsible for 3-year budgets P&L and Balance Sheet, 3-year Cashflows, Restructure plans giving a range of fully costed options.
• Reporting to the CEO.
• Areas of Impact: Stability of the finance team through a transition of personnel, Business restructuring options for shareholders and banking covenants, Consolidated reporting to CEO, Shareholders and Bank.

Company Overview: Corson is the largest food maize milling business in Australasia, with 2 mills in NZ and 2 mills in Australia. Corson turnover was circa $70m.

• The primary purpose of this role is to lead the Insurance and rebuild project for the Mill that burnt down 2 weeks after Cyclone Gabrielle, providing strategic Insurance/rebuild advice to the Board of Directors at times reporting weekly on progress and playing a pivotal role in formulating future financial strategies.
• Preparing monthly group financials and ensuring smooth and efficient running of finance functions.
• Jointly prepared successful funding application for Kanoa funding to secure Grain purchases following Cyclone Gabrielle 2023.
• Reporting to the CEO/CFO/Board.
• Areas of impact: Successful Kanoa Application of $6m, Managed Insurance claim for MD and BI circa $12m – took claim to agreed value, Managed relationships with insurers, project managers, Architect, risk assessors etc to get the project to an agreed replacement cost for the material damages claim, Developed the background analysis for the business interruption claim and the recording/reporting of costs associated with the claims, Developed a reporting mechanism for consolidating reporting across all companies NZ and AUD, simplify the group reporting.

Company Overview: First Fresh exports and markets citrus and persimmons in NZ. It contracts to Seeka to pack all its sourced fruit grown in Gisborne. First Fresh turnover circa $50m.

• The primary purpose of this role is to lead and direct the financial responsibilities of First Fresh.
• Responsible for managing financial sustainability, driving financial performance & maximizing return on investment.
• Providing strategic financial advice to the Board of Directors and play a pivotal role in formulating future financial strategies.
• Ensuring smooth and efficient running of finance functions.
• Reporting to the CEO.
• Areas of impact: Risk strategy and implementation following significant fraud, tested by External Audit, Development of all management accounting systems and processes which were not available from the previous incumbent, Developed gross margin reporting by product by monthly with KPIs, Developed reporting frameworks that allow reconciling the accounting system to the ERP system.

• Integration of Finance Software – Moved from Excel to Finance ERP.
• Inventory system that is integrated into Accredo, the Financial Management System. Previously inventory was managed by Excel spreadsheets.
• Fixed assets into Accredo.
• Payroll direct feed to Accredo.
• All projects have included training of staff on new systems and writing of simple procedures.

Company Overview: Cecile's is an FMCG making cereal, when I joined it had undergone a major rebranding to reshape the business.

• Completed financial forensic analysis to establish business key performance indicators and develop a future pathway for success.
• Commercial and contractual lead for long term supply agreements.
• Responsible for the financial and management reporting for the company to shareholders.
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Company Overview: Hasting Health Centre is a large primary care provider with 17 practices operating from the centre providing a range of services such as urgent care, primary care, physiotherapy. All practices were individually owned by the practitioners.

• Responsible for full financial management of the business implementing LEAN processes throughout the administrative and business functions of the centre.
• Reporting to the CEO.
• Areas of impact: LEAN thinking restructure, Project management of a new financial Information system, 20% increase cost recovery from new finance system, Developed of Business Owners forum to implement LEAN principles.

Company Overview: Workforce Development is a national company delivering foundation learning in all areas of New Zealand society. Workforce employs 110 staff throughout New Zealand.

• The overarching objective of the role was to clearly define the profit drivers for the business and map / aid implementation a profit improvement plan.
• Replacement of IT infrastructure $330k project lead.
• Developing business strategy & mission and carrying financial components within this.
• Responsible for all aspects of human performance issues within the finance team.
• Working on full development lifecycle projects.
• Negotiating legal contracts with suppliers.
• Budgetary forecasting, cashflow management.
• Responsible for all aspects of financial management and IT.
• Producing informative, well-organized presentations for senior management.

• Revenue analysis/reconciliation between patient Management System and Finance System

• Responsible for income and expenditure portfolio of $140 million /yr.
• Service contract negotiation lead for all contracts within the DHB.
• Successful negotiation for over $1million /yr in new funding.
• Developed strong customer relationships, both internal and external.
• Delivery of Elective Surgery targets within mandate. (Including tender and implementation of predicted unfulfilled contract volumes.)

• Developed roster budget tool which became blueprint for a staffing budgets for the DHB
• Capex planning and procurement

• Analyzed existing systems and processes to identify areas of improvement.
• Created project budgets and tracked expenses.
• Developed departmental budgets and tracked expenses.

• Developed relationships with key suppliers to maximize value for the organization.