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Work Background
SA Power Networks GroupDirector of Special Projects
Oct. 2021Adelaide, South Australia, AustraliaAsked to determine how and where new revenue and business opportunities could evolve in the ever-developing global electricity market. Clearly developed an understanding of what problems the electricity consumers require solving, now and into the future. In which market segments / industry segments new revenue and business opportunities are available. Developed a completely validated new business model / opportunity for the SA Power Networks Group.
Enable FundingCEO & Co-Founder
Apr. 2015 - Oct. 2021Adelaide, AustraliaEnable Funding is a fully integrated Venture Capital Platform that allows Sophisticated Investors to invest into high-growth unlisted securities that have been pre-screened and qualified by the proprietary IMENCA™ by Enable Artificial Intelligence Process. Enable Funding encompasses three elements to its platform: 1) The IMENCA ™ by Enable proprietary assessment process;
2) The Enable Capital Raising Platform; and
3) The Enable Blockchain Exchange The Enable Funding platform and evaluation process develops clear, easily accessible and accurate due diligence, available for review by Sophisticated Investors.
Will Leitch ConsultingCEO
Jul. 2014 - Apr. 2015Adelaide, AustraliaCurrently working with ASX listed companies and private investors to commercialise new business ideas and concepts across Australia and South East Asia
Your Healthy GPCEO
Nov. 2012 - Jun. 2014Adelaide, AustraliaYour Healthy GP (YHGP) was a Joint Venture business with private investment and an ASX listed company that aims to bring a new laser-based technological treatment paradigm to common medical injuries. YHGP holds new and innovative patents that require commercialisation and acceptance within the medical field. Since becoming CEO, I have undertaken the following: • Top and tail review of the business leading to the re-basing of the business, closing non-performing clinics and re-adjusting the company’s cost structure
• Reformed the business culture to being one of focus, empathy and clinical efficiency and effectiveness
• Redeveloped all management information, including development and implementation of correct financial controls
• Re-developed the company’s corporate and expansion strategy
• Undertaken a complete marketing strategy review including a current re-branding of the business
• Implemented a detailed plan and process of new technology development, accreditation and commercialisation YHGP is now an extremely profitable business that contains strategic competitive advantages that will enable it to capitalise on the vast opportunities that are in front of it. Year on year sales and profit growth are exceeding target and are up 80% and 120% respectively.
EllexManagement Consultant
Aug. 2012 - Jul. 2014Adelaide, AustraliaEllex is a leading ophthalmic development and manufacturing company directly marketing its own branded products through subsidiaries in the United States, Japan, Germany and Australia, and a network of distribution partners in more than 100 countries. I was asked to: • Develop a low cost manufacturing Joint Venture in India that will dramatically reduce the cost of goods for Ellex and improve margin whilst moving complex manufacturing elements offshore
• Review and develop the South East Asia expansion strategy
• Review and plan the commercialisation of specific products across Ellex’s distribution network • Develop new diversified revenue streams for Ellex – see Your Healthy GP below
Peregrine CorporationManagement Consultant
Mar. 2012 - Aug. 2012AdelaidePeregrine Corporation is expanding rapidly with over 80 On The Run (OTR) sites within South Australia. I am employed by the Director of OTR to review, develop and implement: • Best practice across the Project Office
• Develop & write Policies and Procedures to help drive adequate control across the business as a whole
• Review current systems across the business and put together a program of development to help cater for the rapid expansion programme
• Review and help develop the expansion strategy
Value Line ConsultingSenior Consultant
Oct. 2011 - Jan. 2012Melbourne, AustraliaValue Line is a boutique strategy consulting firm focused on Corporate Strategy, Operational Improvement and Mergers and Acquisitions. Clients include private equity funds, large multinationals and mid-size companies seeking to develop a leadership position in their sector. The role was part of a team undertaking a complete review of the Schweppes Australia / New Zealand business on behalf of Asahi Breweries. The role included: Undertook and led the complete review of Schweppes’ commercial strategy including:
• Market Attractiveness: a complete review of the current state of the market focusing on pressures that would affect the profitability of the sectors in which Schweppes operated
• Competitive Landscape Review: included defining the relative strengths and weaknesses of Schweppes within market sectors including delivery cost, market position, new product development and success Developed a 5 year future forecast for the new Schweppes business:
• Developed and forecasted market growth rates
• Developed 5 year P&L and Cash Flow for combined entity, including newly acquired business
ViterraSenior Associate
Sep. 2008 - Dec. 2010The role was part of a global Corporate Development team handling all Strategic Planning, Corporate Development and Mergers and Acquisitions work for Viterra. The role reported directly to the Senior Vice President Corporate Development and the President of S.E. Asia. On a daily basis, work was also directly undertaken for the C.E.O. and C.O.O. and presentations to the Board were common. The role encompassed: • Strategic Planning for Viterra in Australia and Canada
• Leading Merger and Acquisitions (M&A)
• Corporate Development – developing new business opportunities, Alliances, Joint Ventures (JVs) • Timely information development and presentation for Senior Management team and Board
• Disposal of non-required companies / Assets
• Overseeing ABB / Viterra’s interests in their JV company New World Grain • Management of teams of up to 8 people, dependent on the project type Achievements: • Complete Strategic review and Strategic Plan Development for the Australian and New Zealand business units of Viterra:
• Development of International Expansion Plan
• Merger and Acquisition work
• Expansion into international countries across Eastern Europe and South East Asia
Alliance BootsManager Group Strategy and Corporate Development
Jan. 2004 - Sep. 2008I started at Boots as a business analyst and quickly moved into the Corporate Strategy team – having proven myself on internal company “deep-dive” projects where business critical issues were assessed and solutions rapidly delivered to senior executives. From here, I was then part of the three person Group Strategy and Corporate Development team working directly for the Board, the Executive Team and post-merger of Boots and Alliance Unichem, Stefano Pessina and the Board. Post-merger of Boots and Alliance Unichem, there was a renewed focus on international expansion. This involved assessing the appropriate operating model for countries outside of Europe. In the first stage of this development, the specific countries included India, Hong Kong, Singapore, South Korea and Japan. In many of these countries Alliance Boots had little or no previous operating experience. The entry into these markets by Alliance Boots constituted a new direction for the company and was seen as a company changing development. The role included: Achievements: • New Business Development: Developed a JV in India with one of India's largest companies • Strategic Planning for businesses with revenue in excess of £1.4 billion pounds annually
• Internal Consulting projects which led to significant operational improvements and profit over a 2 year period
Knight FrankInvestment Advisor
Dec. 2000 - Dec. 2001• Knight Frank is one of the largest global Real Estate firms and I was the only graduate employed in South Australia in 2000 o The role reported into the Head of sales and the CEO and had 2 objectives:
1. Consult to Private individuals and Local Government districts to provide them with advice on their real estate portfolio, updating them on market trends and helping them to develop investment strategies.
2. Sales and leasing of properties either through the relationships developed above or through developing new revenue streams through generating new customers
o Outcome: A new revenue stream was developed for the firm and I was able to learn how to operate in a sales environment whilst developing relationship building skills
CB Richard EllisHead Research Analyst
Jan. 1999 - Nov. 2000• Head Research Analyst in this global property consultancy firm. The role included developing Market Index Briefs and Future Direction Indicators for the then rapidly changing commercial property market as well as Listed Property Trust Valuations – where the development of multiple tenancy cash flow valuations were central to the role.
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