Vinesh ادفانى

Bupa Dental Corporation is the largest operator of dental practices across Australia and New Zealand with over 230
practices, engaging with over 1, 300 clinical practitioners and 5, 000 staff, with revenue of circa $600m.
Current Responsibilities:
• Managing a portfolio of 80 Dental Practices contractual arrangements in NSW and QLD, generating a
combined revenue of $300mil and EBIT of $50mil.
• Successfully renegotiated contracts increasing Bupa’s share of wallet by over 15% across all new contract
negotiations, by leveraging growth strategies.
• Standardised all new contracts onto a new and improved template that reduced ambiguity and streamlined the
legal documentation process.
• Worked closely with operations in running performance workshops at practices to improve
both productivity and financial performance across our network.
Key Achievements:
• Successfully established a new brand of Dental Practices for Bupa catering to high-end cosmetic dentistry.
• Generating savings of over $3mil over the last 2 years across all contract negotiations.
• Reduced the legal documentation process from 4 weeks to 1 week.
• Expanded the retail footprint of Bupa Dental practices in NSW and QLD.

Mergers & Acquisitions at AMP Limited
AMP is a listed financial services company in Australia and New Zealand and is Australia's largest retail and corporate
superannuation provider and is the largest life risk business in Australia. One of AMP's subsidiaries, AMP Capital, is
the aligned wealth manager, with more than A$128 billion in assets under management, making it one of the largest
asset managers in the Asia Pacific (excluding Japan) region.
Current Responsibilities:
• My role has evolved from a key support and advice function to the Advice Board of Directors and General
Managers in AMP, in coordinating between cross-functional business teams in the delivery of outcomes to
the Licensee. Currently managing M&A activities across NSW, WA, SA and ACT from plan to implementation.
• Devising M&A strategies and identifying practices that might be viable businesses for growth and acquisition.
• Conducting assessments into the financial and commercial state of practices prior to making
recommendations to the management.
• Use forecasting tools to understand the practice financials and establish targets postimplementation.
• Working closely with the recruitment team to identify assets for large external recruitmentopportunities.
• Overseeing the negotiation of terms and developing proposals for non-standard transactions for Licensee
approval.
• Working through succession activities and cash flow modelling for successors in a practice.
• Ensuring regulatory and licensee requirements of a transaction have been considered by both the vendor and
acquiring practice.
• Mentor and train acquisition consultants/associates in our team.
Key Achievements:
• Awarded for exceptional performance and achievement by AMP in

Aston International is a boutique trading company based in Hong Kong, exporting high quality goods from China to
major retail and distribution companies in Australia and European Markets.
Key Achievements
• Initially engaged in restructuring operations in Hong Kong (HK) Office. This involved SWOT analysis on past
performance and identifying the key competitive advantages and weaknesses relating to the growth of the
business.
• Identified growth opportunities and developing markets for penetration.
• Responsible for overseeing the productivity and mentoring of over 10 staff members across the business. And
restructuring the team and recruiting new staff in areas of identified with operationalweakness.
• Developed financial models to support investment initiatives from management. This included the
investment of a factory in China. Implementing an activity based costing model allowing us to price our
products accurately to maximise profitability.
• Developed financial targets on both sales and operational expenditure. Tracking performance of the business
month on month. Calculating return on capital investments and recommending changes to management to
improve performance of the initiatives.
• Coordinated trade events and fairs promoting the business to Global markets.
• Developed proposals for product supply opportunities in the Eastern European Market and presented ranges
to new buyers.
• Negotiated manufacturing and supply contracts between the factory and customers.
• Developed stronger relations with key vendors in our supply chain to ensure mutual benefit from our
cooperation. This also included negotiating resolution with vendors on disputes, focussed on strengthening
the supply partnership.
• Increased company sales by 30% over

Account
Electronic Data Systems was founded in 1962. In its early years, it was a pioneer in facilities management (becoming
the IT department for many companies) as well as beginning to service banks and provide early support for both
Medicaid and Medicare in its home state of Texas.
Key Achievements
• Managed financial analysis and decision-making support across the technology segments of CBA.
• Developed financial complex models to support project management team in forecasting expenditure and
return on investment of capital expenditure.
• As a team leader I mentored three other analysts within the team and worked under minimalsupervision.
• Perform and complete planning activities in line with EDS Global Corporate calendar and in accordance with
EDS accounting policies, local and U.S. GAAP and SOXA requirements.
• Continuous risk assessment and quantification budget overruns, escalating them to Finance and Business
leaders. This also involved business case analysis, identifying the risks and indirect costs to the business case.
• Recommended ways to sustain and improve performance. Follow up on recommendations to verify
implementation.
• Build and maintain productive, beneficial relationships with Business Unit and Client Relationship Managers
and internal EDS groups.
• Educate Operational Managers on financial processes, systems, and the financial impact of business
decisions. Supporting them with financial modelling of their business cases.
• I used my financial skills, business acumen and strong communication to provide useful information and to
actively promote and influence financially astute business decisions.

Qantas Airways Limited is the flag carrier airline of Australia and its largest airline by fleet size, international flights and
international destinations. It is the third oldest airline in the world, after KLM and Avianca having been founded in
November 1920.
Key Achievements
• Developed a detailed understanding of key financial and business issues, risks and drivers inherent to each
segment within the Flying Services of Qantas. This includes Qantas Engineering, Catering, Airports and
Defence Services, which has a total portfolio value exceeding profit of $85m.
• Review monthly, year-to-date and end-of-year variance analysis reports prepared by the segments to ensure
critical business issues and financial opportunities / exposures are identified and escalated to Senior
Management.
• Performed high-level financial analysis to identify performance trends, forecasting inaccuracies and forecast
targets. This analysis is used in developing strategies for the achievement of Group profittargets.
• Developed and implemented forecast modelling techniques for the segments to facilitate pro-active reviews
and improve forecasting accuracy. This included performing Net Present Valuations on investment
opportunities, reporting comparative analysis of specific investments against current operations to
Corporate. This was specifically performed in the implementation of a Snap Fresh production facility for the
Catering business.
• Worked with segment Heads of Finance and Financial Controllers to establish consistent KPIs for the balanced
scorecard, for presentation in the monthly Board Financial Analysis Report. Scorecards reflect the key issues
of the segments, facilitating cross functional analysisand debate. Sensitivity analysis was performed on the
variable costs to identify excess capacity or limitations in the business unit.
• Prepare and evaluate the Group Unit Cost Report, used to measure the attainment of segment targets and
sustainable future cost saving initiatives.
• Identified new areas for potential cost reduction or business improvement through financial analysis and
application of Lean Sigma processes.
• Maintained presence throughout the Group from building relationships with Financial Controllers and Senior
Management.
• Worked with the segments in the production and review of financial and management information necessary
for the 3-year business plan.
• Prepare 'Business Performance' reports for Senior Management for internal evaluation of investment risk and
opportunity of each segment. This report is developed from a collection of commercial knowledge of the
segment and provides an outlook on the financial viability and sustainability of the business.
• Developed and managed performance of staff from the Graduate rotation program within CorporateFinance.