Hello! I'm Glenn
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I'm delighted to be available to serve as Director, Chair or Committee Member where my particular skills complement those of other board members.
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I have held six CEO roles (largely in financially troubled organisations and greatly changing industry contexts)
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Have served on six influential boards - one as Deputy Chair, three as Chair of Finance, Audit & Risk, and on a number of Ministerial Advisory Committees.
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I am experienced as spokesperson & ambassador, engaging stakeholders and presenting in public forums.
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Hard earned experience has taught me what constitutes good governance and the value of respectful relationships necessary to ensure boards (and hence organisations) perform to their potential.
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Please contact me at any time if you would like to explore how we might work together.
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Glenn Campbell
DIRECTOR & CONSULTANT
Phone:
+61(0)407 010 014
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Email:
Address:
319 Daylesford Malmsbury Road
Coomoora Victoria 3461
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EXPERTISE
FINANCE & ACCOUNTING
Degree, Masters, AICD and ASCPA qualifications, complemented by 20 years experience in commercial finance and accounting roles, then fifteen years as CEO in financially distressed organisations.
BUSINESS STRATEGY AND PLANNING
MBA qualifications with a strong focus on strategy planning and implementation, six CEO roles all requiring development of a new strategic plan and review of mission, vision and values, three Executive roles with specific planning and strategy responsibility. Deep project management skills have provided a reliable framework for strategy execution.
AUDIT AND RISK
Three board role as chair or member of Finance, Audit and Risk Committees and as CEO having initiated, written charters for then supported Finance, Audit and Risk Committees.
GOVERNANCE & COMPLIANCE
AICD Company Directors Course followed by six board appointments have provided a strong appreciation for what constitutes effective governance and compliance processes. Fifteen years in CEO roles all requiring redevelopment of Board processes, reporting and structure.
LEADERSHIP & CULTURE
Implemented significant cultural within three organisations as CEO and one as a General Manager & implemented and participated in Leadership programs within three companies.
INNOVATION & PROCESS
Design and implementation of Innovation Programs and cultures in organisations where the industry context and business model had been disrupted and survival necessitated innovation built into the DNA of the company. Process re-engineering, redesign and system design and implementation in some of Australia's largest companies.
CEO EXPERIENCE
FEB 18 - PRESENT
Managing Director
VUJA DE STRATEGIC SERVICES
Strategic services to for-purpose and ethical businesses including: board evaluations, competitive strategy, innovation, process design, risk management, cultural change, compliance and governance, leadership development, executive coaching, branding and marketing and NDIS readiness.
JUL 17 - DEC 18
Chief Executive Officer
CARERS VICTORIA (6 MTH CONTRACT)
The statewide voice for carers. Providing services and support, research & policy advice to government.
Focus: Structure, negotiate and implement a two state merger. Research and develop future funding and business model in a disrupted industry context.
Scale: 200 staff | $15m turnover.
Key achievements:
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Merger due diligence & decision finalized for merger
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Landmark Victorian Carer Statement and Policy approved and funded by Health Minister.
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Implementation of tendering capability & processes
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Successfully tendered for new commercial business streams
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Appointment to three Ministerial Advisory Committees: NDIS, State Health Strategy and Ageing
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Conceived and delivered event celebrating '25 years of Caring' with Victorian Governor at Government House
JUL 16 - JUL 17
Chief Executive Officer
HEPBURN HEALTH SERVICE
Public Health Service spanning four geographic campuses (Daylesford, Trentham, Creswick and Clunes). Services include Acute, sub-acute, surgical, aged care, allied health, community health and health promotion.
Focus : Turnaround large persistent financial losses, rebuild stakeholder relationships and implement cultural change in response to successive poor staff engagement surveys and poor community feedback.
Scale: 500 staff | 300 volunteers | $25m revenue.
Key achievements:
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Financial turnaround from $1.9m deficit to $400k surplus
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$300k of increased WIES funded surgery using excess capacity and reducing regional backlogs
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$850k additional Aged Care Funding with no additional cost
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$2.8m capital grant to refurbish out of date aged care model
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Implemented new responsive Dental and Allied health services in response to a health needs survey
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First ACHS, Aged Care accreditation post Duckett Review Operational KPI and Board reporting
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2017 staff engagement survey reflected significant cultural change & engagement
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Leadership development program implemented
JUL 13 - JUN 16
Chief Executive Officer
POSSABILITY (PREVIOUSLY OPTIA INC.)
The state’s largest and oldest disability service providing housing, adult and child respite, in-home support, community support, supported communities, plan management and Out of Home Care.
Focus : Urgent change to a commercial business model to transition to the National Disability Insurance Scheme. Turnaround three successive losses, cultural change to commerciality, innovation and accountability.
Scale: 450 staff | $23m turnover.
Key achievements:
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Annual revenues grown from $13 million to $22 million over two years
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New culture introduced and embedded, with a focus on Accountability, Innovation, Honour and Humanity
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Recurrent financial losses of $200k and cash deficits, turned around with profits $300k and positive cashflow achieved
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Innovative new services introduced include ‘respite transition to independence’, a new model of group homes, intentional community, plan and development based day services)
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The organisation’s (and sector’s) first ACISS Quality Accreditation
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Contemporary rebrand significantly ahead of the thinking of the rest of the sector and the commercial branding agencies
JUL 13 - JUN 16
Chief Executive Officer
FAMILY PLANNING TASMANIA
State, Commonwealth and philanthropy funded provider of General Practice and Registered Nurse Clinics, Education, Disability Support, Health Promotion and systemic advocacy, in all regions of Tasmania.
Focus: Restoration of lost funding from State government, achieve and demonstrate relevance and reputation with stakeholders. Cultural and operational transformation.
Scale: 60 Qualified clinical & teaching staff | Revenue $4m.
Key achievements:
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Successfully leading (with the Health Minister & Human Services Minister) development and successful passage of contentious new legislation to legalise Termination of Pregnancy & removal from the Criminal Code
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Advocacy to Education Minister leading to introduction of compulsory Relationship and Sexuality education in schools (first time in the history of Tasmania)
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Renegotiated the previously withdrawn 3 year funding agreement
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$600k (20%) growth in revenue with minimal additional costs
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New business revenue streams identified and developed including four new clinics, commercial provision of education services & disability support.
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Teen pregnancy rate reduced to third in the country, after being the highest for 10 years.
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Two funding grants achieved for innovative teen pregnancy programs to achieve Monash University research evaluation of effective drivers and outcomes
APR 06 - NOV 10
Chief Executive Officer
RAILWAY AND TRANSPORT HEALTH FUND LTD (RT HEALTH)
Australia’s oldest (120 years) Members Own Private Health Insurer.
Focus: An urgent transformation in governance, reporting, products and prudential management. Member complaints, declines in member numbers and 10 years of financial losses had led to intervention by the regulator including appointing of administrator, removal of the Board and the previous CEO.
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Scale: Turnover $90 million | 30,000 members.
Key achievements:
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Fund released from regulatory surveillance due to a respected industry leadership position
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Contemporary and leading corporate governance implemented including a code of conduct, charter, annual board evaluation, a new constitution, compliance framework, internal control, board skills and new processes
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Annual revenues grown from $34m to $90m over 4 years
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Implemented new accounting and payroll systems, electronic claiming and on-line self-service for members, allowing significant growth without resource increases
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Expansion of the fund from single state based, to a national footprint
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Expansion of the market to private sector transport and the power sector
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New culture (results driven, empowered, innovation, openness and customer focused) implemented and alignment with organisational processes and strategies
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Client growth 20% in 2009 and 15% 2008 – the highest in the entire industry
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Low cost growth strategy implement through influential partnerships with QR, RTBU, ETU, TWU, Rail Institute and State Transit
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97% member satisfaction demonstrated through an independent benchmarked survey
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Implemented innovative Health management programs including Chronic Disease Management, Hospital Substitution and Pregnancy support)
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New, younger branding and positioning developed and implemented
JUL 03 - APR 06
Chief Executive Officer and Director
HOPEWELL HOSPICE SERVICES INC
An accredited Private Hospital providing palliative care, palliative services within the community, children’s palliative care, grief and loss and family violence mentoring programs.
Focus: Planning, funding and developing a new accredited private hospital, financial turnaround from 5 years of losses.
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Scale: $2.5m revenue | 70 staff
Key achievements:
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Developed, funded and constructed a new community hospice
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Significant increases in revenue through implementation of systematic fundraising, a set of annual events and corporate partnerships.
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Achieved Private Health Facility License as a private hospital
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Achieved first ACHS Accreditation
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Reduced cost base through eradicating administrative expenses and renegotiating supply and Visiting Medical Officer contracts.
EDUCATION
JAN 98 - AUG 01
Masters of Business Administration (MBA)
MACQUARIE GRADUATE SCHOOL OF MANAGEMENT (MGSM)
MGSM is ranked among the Top 50 business schools in the world is one of only three Australian business schools to have been ranked in the prestigious top 100, it ranks at number four in the Asia-Pacific region, and number seven globally for post-MBA salary increase.
JAN 02-JUN 01
Post Graduate Certificate, E-Commerce Management
MACQUARIE GRADUATE SCHOOL OF MANAGEMENT (MGSM
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FEB 87-DEC 89
CPA Associate Program
AUSTRALIAN SOCIETY OF CPAs
CPA Australia is one of the world's largest accounting bodies with a global membership of more than 163,750 members (as at 31 December 2017) working in 125 countries and regions around the world.
FEB 82 - NOV 87
Bachelor of Business Degree
UNIVERSITY OF WESTERN SYDNEY
The University of Western Sydney dates back as far as 1891 with the establishment of the Hawkesbury Agricultural College. The university was created from the merger of two existing Colleges of Advanced Education - Hawkesbury Agricultural College and Nepean College of Advanced Education.
BOARD EXPERIENCE
2014 – 16 | NATIONAL DISABILITY SERVICES | HOBART
Non Executive Director
National peak body for disability organisations. Supporting 1,100 service providers for Australians with all types of disability
2011 – 13 | MENTAL HEALTH CARERS - ARAFMI | HOBART
Director | Chair Finance, Audit & Risk
The statewide provider of Mental Health carer support. Aiming to improve the quality of life for carers & people living with mental illness.
2012 – 16 | FOOTBALL FEDERATION | HOBART
Deputy Chair | Chair Finance Audit & Risk
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The governing body for all football in the state. Managing the statewide Victory League, junior and senior competitions, funding and sponsorship.
2008 – 10 | MEMBER’S HEALTH AUSTRALIA (HIRMAA) | SYDNEY
Director
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Represents all 23 not-for-profit, member owned health funds with over 1.7 million policyholders through National advocacy and shared services.
2011 – 13 | COUNCIL OF SOCIAL SERVICES (TASCOSS) | HOBART
Non Executive Director | Audit & Risk Member
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Peak body for the community sector advocating for change in systems, behaviors and attitudes that create poverty, inequality and exclusion.
1992 – 95 | AUSTRALIAN PROJECT MANAGEMENT ASSOCIATION | SYDNEY
National President
Membership Services to Project Management professionals in the Defence, Aerospace and associated industries.
SKILLS
Mergers & acquisitions
Corporate turnarounds
Communications & public relations
Stakeholder engagement
Cultural change
Branding | marketing | digital
EARLY CAREER EXPERIENCE
May 01 – Feb 03
National Manager, Transactions |
Queensland State Senior Manager
MBF (MEDICAL BENEFITS FUND) NOW BUPA
MBF is Australia's second largest private health insurer.
Focus: Process redesign, re-engineering of operations and automation of large-scale transactions for claims, membership and group clients.
Scale: 300 staff, $30m budget.
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Key achievements:
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Reduced staff numbers from 300 F.T.E. to 195 as revenue & transactions increased
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Streamlined and standardised processes nationally
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Migrated transactions to EDI from doctors, hospitals and medical providers,
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Implemented HICAPs, internet self-servicing and member information online.
May 00 – May 01
National Strategic Programs Manager
MBF (MEDICAL BENEFITS FUND) NOW BUPA
Focus: National responsibility, development of processes for strategic planning, risk management and prioritisation of strategic projects. Implement a Program Office and project methodology.
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Key Achievements:
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Project office implemented, project methodology designed and implemented
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Innovation framework developed
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Risk Management System design and implementation. Implemented Strategic Planning process and methodology.
May 99 – May 00
General Manager – Support Services
MAYNE NICKLESS (CORPORATE)
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Australia's largest private hospital, radiology and pathology services operator (43 private hospitals). Australia's oldest and largest transport, logistics and cash security business.
Focus: Design, implement & manage a National shared services business providing commercially competitive support services to Mayne's businesses.
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Scale: 140 staff, $20m budget. Services include: Accounting, Board and Management reporting, financial analysis, commercial support, payroll, payables, receivables, HR, IR.
Key achievements:
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Sourced and fitted out Shared Service Centre on time and on budget
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Reduced operating costs by $18m
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New customer focused 'whatever it takes' culture introduced and embedded
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Implemented SAP Accounting Software, GST, Y2K
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Standardised processes, reporting and systems nationally
APR 97 - MAY 99
National Shared Services Manager
MAYNE NICKLESS (TRANSPORT & LOGISTICS)
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Focus: Design, implement & manage a National shared services division providing support services to Mayne's transport businesses.
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Scale: 80 staff, $8m budget. Services include: Accounting, management reporting, commercial support, payroll, payables & receivables.
Key achievements:
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Reduced annual operating costs by $8m
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Significantly improved timeliness and consistency of reporting
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New internal controls implemented
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Electronic transactions implemented
MAY 96 - MAR 97
National Manager, Project Management
BRITISH AEROSPACE (ACQUIRED AWA DEFENCE)
British multinational defence, security, and aerospace company, ranked as the third-largest in the world. Formed by the merger of British Aircraft Corporation (BAC), Hawker Siddeley & Scottish Aviation. In May 96 BAeA merged with AWA Defence Industries
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Focus: Manage the integration of the two merged companies including, all systems, culture, project management capability.
Scale: Turnover $90 million, 30,000 members.
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Key achievements:
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Tow organisations merged and fully integrated within merger timelines.
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Successful integration of accounting, HR, project management and manufacturing systems.
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Established new project methodology and project management office.
FEB 95 - MAY 96
Manager, Project Management
AWA DEFENCE INDUSTRIES PTY LTD
AWA commenced operations in 1909 as Australasian Wireless Limited and was Australia's largest defence electronics supplier.
Focus: Implement world-class project management systems and processes. Managed four departments: Project Controls, Project Services, Project Management Systems and Marketing Support.
Scale: 7 staff, $4m budget
Key achievements:
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Obtained Department of Defence accreditation for project management system (only the second accreditation in Australia).
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Awarded The Chairman’s Award for Innovation
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First non-defence personnel invited to participate in Commonwealth C/SCSC review.
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Provided consulting to Nortel Wales and Tel Aviv to design and implement project & manufacturing systems, provide training, update documentation and design reporting
DEC 93 - FEB 95
Manager, Planning and Budgeting
AWA DEFENCE INDUSTRIES PTY LTD
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Focus: Design and implement Strategic and Financial Planning and Budgeting processes for the company. Establishment and achieve accreditation of the company-wide Project Management System.
Key achievements:
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New budgeting system implemented,
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Business and strategic planning processes rolled out
FEB 90 - DEC 93
Commercial Manager
STANILITE ELECTRONICS LIMITED
Publicly listed Defence Electronics supplier. Awarded ANZAC Frigates Project. Acquired by Australian Defence Industries
Focus: Implementation of Cost/Schedule Control System administration of Australian and New Zealand Industry Program, negotiating client and supplier contracts &managing all commercial aspects of major projects.
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Scale: $2.5m budget, 3 staff
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Key achievements:
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Obtained DoD accreditation for project management system (one of first companies in Australia).
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Specified and project managed “Symix” accounting software implementation.
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Negotiated $A150 Million ANZAC frigates project
DEC 88 - FEB 90
Financial Controller | Company Secretary
VON ROLL TRANSPORT SYSTEMS
Swiss company operating for over 100 years building gondolas, ski lifts and monorails. Built four monorails in Australia at Darling Harbour, Jupiter's Casino, Brisbane Expo and Sea World.
Focus: All financial and commercial aspects of the company. Cash flow, project management, financial and statutory reporting, budgeting and forecasting, preparation and submission of all tax returns, negotiation of contracts, tendering & industrial relations.
Scale: 4 staff
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Key achievements:
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Established joint-venture to build own and operate Darling Harbour monorail
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Arranged merchant bank financing for the project.
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Evaluated, selected and implemented computerised general ledger system, automated payables, receivables and cash management.
JUN 85 - DEC 88
Project Accountant
BABCOCK & WILCOX
Babcock International traces its history back to 1891 and provides boilers, steam generators, nuclear power generation, & equipment for environmental projects, In Australia Babcock built and maintained most of the countries coal fired power stations. In 1987 they were acquired by Allco Steel.
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Focus: maintaining financial control of three subsidiary companies and four branches, management of currency exposure, financial review of contracts, bank guarantees, budget and forecast preparation, debtors and creditors, payroll accounting, import/export documentation.
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Scale: 5 staff
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Key achievements:
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Managed the post acquisition transition of Babcock to Allco Steel
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Implemented and rolled out Personal Computers and spreadsheets for the first time
SEP 84 - JUN 85
Cost Accountant
EVANS PRINT | JOHN VALENTINES HEALTH CLUB
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Evans Print were the major printer for billboard and other large outdoor advertising for the tobacco industry. In 1984 they acquired the John Valentine chain of Health Clubs - the first chain in Australia.
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Focus: Job costing, time sheet control, freight forwarding, debtors collection, analysis, management reporting, bank/ledger reconciliations, cash books.
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Key achievements:
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Financial integration of JVHC acquisition
PRIOR TO APR 85
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DEPARTMENT OF MAIN ROADS NSW
Survey Draftsman
MAGISTRATES COURTS OF NSW
Civil Claims and Criminal Claims Clerk
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Truck driver
Cocktail barman and waiter
Fruit picker
Sheep muleser
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