CV Jonathan Bunch 24 X 1709508841
CV Jonathan Bunch 24 X 1709508841
CV Jonathan Bunch 24 X 1709508841
com
P: 0400416710
A: Morningside, QLD 4170
WWW: Online Profile
Results-driven leader with extensive experience in strategic planning, financial • How to Implement a cybersecurity
management, and operational execution. I have a proven track record in strategy at the group level
developing and executing innovative strategies to drive organisational growth and (Stickman Cyber Podcast Series)
maximise profits. I possess strong interpersonal skills, a collaborative mindset, and • How Aussie MSPs teach
an unwavering commitment to excellence. I am adept at building, motivating, cybersecurity - Security (ARN)
and successfully leading cross-functional teams.
❘ E DU CA T ION
❘ CE RT IFICA T IO N S
ALISON
• ITILv3 ONLINE • 2017
• Certified Novell Administrator (CNA)
Diploma Sustainable Development:
• Leadership in Action - Integrity and Values
Sustainable Development
• (MCTS) Microsoft BizTalk Server
Mississippi State University and
Mississippi University for Women
Mississippi USA • 1996
❘ WO RK HIS T O RY
Bachelor of Science: Public Relations
Vela Software Group - Vertical Market Manager - Software Portfolio Manager and Journalism
Brisbane, QLD • 01/2020 - 01/2024
• Developed and implemented financial strategies for companies within the
Vertical Market to drive growth and profitability. Created company reseller-ships ❘ S K IL L S
and provided details of cross-vertical software programs in tenders and
contracts within existing government customers intra-vertically, which, in year • Operations Management
one, provided 85k in extra revenue, increasing y2y. • Contract Negotiation
• Provide financial guidance and support to CEOs/GMs of companies within the • Budget Control
Vertical Market, ensuring their success and growth within the Constellation • Portfolio Optimisation
Software Group's local Portfolio. Held bi-monthly forecasting and information • Quantitative Analysis
sessions with each company CEO/GM, including members of their respective • Financial Analysis
management teams, in preparing for month/quarter/year-end reporting and • Performance Measurement
budgeting/forecasting. This provided best practices to their respective PNLs, • Portfolio Management
driving better results through minimising OPEX when revenue targets were not • Operational Excellence
being met. • Talent Development
• Drive acquisition efforts by identifying potential targets, performing due • Mergers and Acquisitions
diligence, and negotiating deals to expand the Vertical Market portfolio. I • Financial Acumen
worked in multiple vertical markets and, through building relationships, doubled • Succession Planning
the nurture list in year one. My first acquisition was in July 2022, the first year in • Corporate Governance
this role dedicated to 100% FTE. • Public Speaking
• Utilised market research and analysis to identify growth opportunities and • Ethical Conduct
create strategic plans to capitalise on them. A Vertical Strategic Plan was • Emotional Intelligence
authored in 2023, highlighting synergetic parts from each business and rolling • Effective Decision-Making
into a Vertical Strategy, which educated each executive of their respective • Inspirational Leadership
companies of additional opportunities in the market by cross-selling and • Organisational Agility
leveraging company-specific partnerships, EG, and Microsoft Resources. • Innovation Management
• Monitor market trends and competition within the Vertical Market to inform • Stakeholder Engagement
decision-making and stay ahead of industry developments. This also helped
• Regulatory Compliance
identify acquisition targets. I shared opportunities with the executives of their
• Brand Management
respective companies in possible synergetic or customer overlaps that would
• Performance Management
grow market or wallet share. · They also shared targets of companies interested
• Strategic Visioning
in a product or IP that was leverageable instead of needing to create new IP.
• Develop strong relationships with key stakeholders, including CEOs/GMs, to • Strategic Planning
foster a collaborative and productive environment. Implemented monthly • Fiscal Management
1on1s, professional and personal goals-driven mentoring, including peer sessions • Stakeholder Relations
for feedback and growth. Through the success of this format, I rolled this out to • Operating Budgets
all employees through the vertical. These sessions included vertical check- • Revenue Growth
ups/ins, information, HR, changes or additional policies, general updates, and • Organisational Leadership
celebrations. This increased engagement and cross-pollination and saw itself as • Negotiation
a highly attended meeting with instant problems melting away through • Financial Oversight
collaboration, introductions, and process improvements. • Charismatic Leader
• Regularly review and analyse financial reports and data to identify areas for • Financial Planning
improvement and drive performance within the Vertical Market. Tracked
ongoing progress for return on investment, revenue, cash flow, OPEX and COGS
targets, and specific business ratios that help identify and flush unexpected or
unhelpful changes in company health. This ongoing work identified and ❘ FU L L WO RK HIS T O RY
provided rolling feedback and analysis to ensure forecasts were precise on
which levers could affect them and what effects/changes to expect from those LinkedIn Profile - Jonathan Bunch
changes/modifications/adjustments.
Mainpac - Director
Sydney • 01/2022 - 01/2024
• Prior to July 2023, I served as pseudo-director.
• I led and managed crisis response and change initiatives, ensuring seamless transitions and minimising disruptions. In my
time as a security advisor to the business. I worked with the team on how to onboard security frameworks and author
policies and procedures required for their eventual ISO 27100 certification.
• Collaborated with stakeholders to identify improvement areas and develop growth strategies. This was partly creating
alignment within our vertical markets where customers, Procurement Panels that others could leverage through
corporate reseller-ships and customer needs could be serviced by other companies or other vertical software
products, creating opportunities to avoid tenders.
• Created and managed budgets, ensuring financial targets were achieved. Ongoing requirement as director and up-
line manager for the executive team.