Financial Management

Sean Wilson has a strong background in financial management, with extensive experience overseeing, controlling, protecting and reporting on an organisation's financial resources to achieve mission-critical outcomes, sustainable performance and compliance.

He has over two decades of experience managing company-wide financial performance through executive leadership roles, including CEO, Managing Director, Chief Operating Officer and National General Manager Sales & Marketing roles, together with board and committee roles, including Chairperson, Secretary, Public Officer and Finance, Investment and Audit Committee member.

He has held P&L accountability of up to $89M, together with responsibility for balance sheets, cash flow, budgets, forecasting, working capital, financial controls, risk and compliance. His experience includes improving both top and bottom-line performance, strengthening financial management and controls, improving the management of assets and liabilities, and contributing to significant enterprise value creation.

He has also managed complex shareholder equity disputes, governance and compliance matters.

Importantly, Sean's experience extends beyond managing financial performance. Across multiple organisations, he has identified inaccurate or incomplete financial information, investigated underlying issues, established the true financial position, resolved financial and governance problems, strengthened financial controls and introduced more accurate, timely and useful reporting for management and boards.

Identifying and resolving financial problems

Sean has repeatedly been required to assess financial information inherited from previous management, identify discrepancies or weaknesses, establish what is actually occurring within the business and implement improvements.

Examples include:

Zonda Global / Zonda Care

Inherited inaccurate and incomplete P&L information and undertook detailed financial reviews to establish accurate financial results from the underlying information. His broader financial and governance reviews identified significant compliance and corporate governance issues requiring remediation, including payroll and superannuation compliance issues and inappropriate corporate structures.

He subsequently improved Zonda Global from losses to 34% gross profit and delivered the group's 12-month targets in half the planned timeframe.

Kolling Foundation

Identified inaccuracies and deficiencies in inherited financial reporting through his own management checks. Worked with PwC to correct multiple years of annual reporting and update relevant government regulators.

He also identified weaknesses in banking and financial controls, including inadequate controls around restricted-purpose funds, and implemented improvements to strengthen financial governance, accountability and the management of funds.

BetterHR

Identified weaknesses in financial reporting and introduced a structured monthly management and board reporting framework covering P&L, balance sheet, cash flow, liquidity and other key performance indicators.

This provided the Board and management team with significantly clearer visibility of financial performance, financial position, cash requirements and business performance, supporting better decision-making and contributing to significant growth and enterprise value creation.

These experiences reflect a broader capability to ask difficult questions when financial information does not reconcile, investigate the underlying causes, work with finance teams, accountants, auditors and professional advisers, and put stronger controls and reporting in place.

Financial management experience

Sean's financial management experience includes:

• P&L and financial performance: accountability for revenue, gross profit, operating costs, and overall financial performance.

• Strategic capital allocation: assessing investment priorities, resource allocation, return on investment and growth opportunities.

• Cash flow and liquidity: cash flow forecasting, working capital management, liquidity oversight, burn rate and runway management.

• Planning and forecasting: operational budgeting, financial modelling, scenario modelling, forecasting and performance planning.

• Financial controls and governance: strengthening financial controls, reporting disciplines, risk management, compliance and accountability.

• Value creation: improving profitability, cost structures, asset utilisation, financial performance and enterprise value.

• Board and investor reporting: providing financial and performance reporting to boards, committees, investors, shareholders and senior leadership teams.

• Commercial decision-making: using financial and operational information to assess opportunities, manage risk and make better business decisions.

He works closely with accountants, finance teams, auditors and other professional advisers to ensure financial information is accurate, reliable and useful for decision-making. This has included oversight of:

• Financial statements, management reporting, business activity statements and forecasts

• Budgeting, forecasting and financial performance reporting

• Invoicing, receivables, payables and working capital

• Bank transactions and reconciliations

• Payroll and employee expenses

• Cash management and cash flow forecasting

• Financial controls, risk and compliance

• Scenario modelling and financial planning

• Reporting to boards, investors, shareholders and executive teams

His approach to financial management is practical and commercially focused. The objective is not simply to report the numbers, but to understand what is driving them, identify the risks and opportunities, and use financial information to improve performance, protect the organisation and create sustainable value.

Proven Financial Management Impact

Zonda Global / Zonda Care

• Full P&L and financial performance accountability across a multi-entity healthcare, staffing, recruitment and NDIS group.

• Budgeting, forecasting, cash flow, working capital, cost management and scenario modelling.

• Board and private equity investor reporting, financial controls, risk and compliance.

• Financial integration and performance management following acquisitions.

• Identified and corrected weaknesses in inherited financial reporting and established more accurate financial information.

• Identified financial, compliance and corporate governance issues requiring remediation.

• Improved Zonda Global from losses to 34% gross profit and delivered the group's 12-month targets in half the planned timeframe.

BetterHR

• CEO accountability for P&L, budgeting, forecasting, cash flow, profitability and commercial performance.

• Financial management of a SaaS and professional services business supporting 60,000+ users.

• Revenue, pricing, cost management, resource allocation and investment decisions.

• Identified weaknesses in financial reporting and introduced structured monthly management and Board reporting.

• Reporting included P&L, balance sheet, cash flow and liquidity measures.

• Management reporting, financial analysis, risk and compliance.

• Used financial and operational data to drive growth, efficiency and enterprise value.

Kolling Foundation

• Identified inaccuracies and deficiencies in inherited financial reporting through management checks.

• Worked with PwC to correct multiple years of annual reporting and update government regulators.

• Identified weaknesses in banking and financial controls and implemented improvements.

• Strengthened accountability around the management and use of funds.

• Board-level oversight of financial performance, risk, governance and compliance.

Housing Industry Association (HIA)

• P&L accountability of up to $89M across a national organisation with 23+ offices.

• Budgeting, forecasting, revenue and cost management across multiple business units.

• Financial and operational performance reporting to executives and Board.

• Resource allocation and financial oversight across membership, training and commercial operations.

• Financial management associated with national restructuring, transformation and organisational change.

Sensis / Telstra

• Commercial and financial responsibility within a large-scale national sales operation.

• Revenue performance, forecasting, budgeting and resource allocation across approximately 5,000 B2B/B2G accounts.

• Sales productivity, cost management and performance reporting.

• Used customer, sales and operational data to improve commercial decision-making.

Government / Local Government

• Financial and resource management within government and public-sector environments.

• Budgeting, workforce and resource modelling associated with organisational restructuring.

• Competency-based payroll restructuring and associated financial impacts.

• Technology investment, asset management and operational systems implementation.

• Improved financial and operational visibility through the transition from paper-based to digital systems.

Board & Committee Experience

• Finance, Investment and Audit Committee oversight.

• Review of budgets, forecasts, financial performance and investment decisions.

• Board-level oversight of financial risk, governance, controls and compliance.

• Shareholder equity, governance and complex financial matters.

• Financial reporting and accountability to Boards, investors, shareholders and members.

Sean's track record of driving performance improvements is underpinned by strong skills in ensuring accurate, timely and meaningful financial management.