This particular client applied for a senior level role in a state (NSW) government department in the capacity of Finance Director. The selection criteria component involved addressing eight criteria. His application was well received and he went on to gain an interview. Following are excerpts from two of the criteria.

Extensive experience working at a strategic level within a Finance function (or equivalent).

I possess over 25 years’ experience working for both medium and large organisations in both private and public sector in several capacities, including Finance Director; Finance and Business Manager; and Senior Auditor. I am experienced in all aspects of financial management, budget accounting, management accounting, and financial strategy. Over the years, I have managed the compilation of accurate periodic finance and investment reports for senior management teams, Boards and various committees. I have also managed large complex accounting departments with approximately 50 staff.

My current position as Finance and Business Manager, AAA of NSW involves the monitoring of financial performance, developing reports highlighting and analysing trends, and recommending appropriate action to be taken. Monthly commentary is developed and presented to interested parties including business managers and used for the consolidation of results for the organisation. Very often, I compile trend analysis to facilitate the development of forecasts and strategies. I have been called upon to examine reports, statistics, trends and proposals in order to account for impacts and to formulate workable effective recommendations, solutions, or to draw conclusions from them.

Highly developed people management, leadership and teamwork skills, with demonstrated experience in leading diverse teams.

I recently took on a leadership role in solving complex reporting problems for a fixed asset project. I outlined the inaccuracy of property/project expenses and provided recommendations to reverse this trend which resulted in accurate accounting reports. Overall, the inaccuracy in the reporting data was proving costly to the organisation in terms of critical strategic accounting reporting. Therefore, to resolve this problem, I introduced new specific project accounting codes; set up audit trails to track specific expenses; and then traced and assigned project costs to these new accounting codes. The process involved conducting extensive discussions with key stakeholders; specifically, I disseminated and explained these codes to facility managers and the project manager, and followed up with progress reports via regular team briefings. Overall, this significantly reduced processing times. Also, all auditor issues were resolved in a timely manner. Moreover, all capital items acquired for the project were correctly posted. Subsequently, this process ensured project costs were accounted for correctly.

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Annie Cerone