Aaron is a transformational leader, and has driven significant achievements across various sectors, including language services, manufacturing, and consulting. Below are some of his key accomplishments.
Success Stories:
Borgcraft Pty Ltd (Established in 1960 in Melbourne as a family business manufacturing specialised, Mediterranean-style, filled pastries known as pastizzis | Part of the SwitzGroup of Companies)
Borgcraft required immediate financial clarity, improved cash flow control, and stronger reporting to support executive and board decision-making in addition to needing to modernise its finance function during a period of operational complexity and ERP transition.
Aaron designed and implemented improved cash flow forecasting and working capital strategies, enabling more informed funding and operational decisions. He also introduced enhanced costing models and management accounting frameworks, materially improving margin analysis, product costing accuracy, and operational reporting.
A restructured finance team operating model was implemented, with clearly defined roles, responsibilities, and KPIs to improve accountability, reporting accuracy, and timeliness. This work established a strong financial foundation to support ERP implementation and positioned Borgcraft with a scalable finance function aligned to future growth.
MASPRO (Specialising in high-performance components and assemblies for underground and surface mining machinery)
MASPRO was seeking to strengthen cash flow and working capital control, enhance executive-level reporting, and support the transition to a permanent CFO during a critical phase of growth.
Aaron provided independent CFO-level advisory support, reporting to the CEO. He reviewed existing funding structures to assess alignment with MASPRO’s strategic and cash flow needs, identifying opportunities to improve flexibility, efficiency, and financial resilience.
To support executive and board oversight, Aaron established enhanced CFO-level management reporting incorporating operational commentary, KPIs, and key business ratios. This significantly improved visibility and consistency of financial insights across multiple locations.
In parallel, Aaron led the recruitment and transition process for a permanent CFO, including role definition, interview participation, and structured handover documentation. His involvement ensured continuity of financial leadership and left MASPRO with stronger financial governance, improved decision-making frameworks, and a sustainable finance operating model to support long-term growth.
UBH Group (The company employs specialists in Defence Tech, National Security Tech, and Information Domain expertise to tackle complex problems and enhance national resilience and technological advancement)
UBH Group engaged Aaron to provide independent CFO-level oversight and strategic financial advisory support to strengthen financial reporting, risk management, and long-term planning.
Aaron worked closely with the COO and CEO, delivering structured quarterly CFO reports that clearly articulated key financial insights, risks, and strategic recommendations. These reports enhanced transparency and supported more confident executive and board-level decision-making.
Long-term financial forecasts were developed to align to the organisation’s strategic objectives, improving visibility over future performance, funding requirements, and growth capacity. This enabled leadership to better plan resourcing, investment priorities, and risk mitigation strategies.
Through disciplined financial oversight and forward-looking advisory support, Aaron strengthened UBH Group’s financial governance framework and provided leadership with the clarity and confidence needed to support sustainable growth and strategic execution.
Polaron Language Services (Australian based SME operating within the Language Services and Citizenship Sector)
The organisation required expansion and technology innovation for market competitiveness.
Aaron worked with the leadership teams in delivering a capability transformation, and thereby introduced a secure custom video interpreting platform, as well as overhauled the entire HR and financial management systems.
This helped achieve both off and on-shoring efficiency in respect of HR teams, structures and talent deployment, enabled a first-to-market product launch, and established a foundation for informed decision-making and future growth in respect of ERP and financial reporting requirements.
A.W. Bell Pty Ltd (Large scale manufacturing operation servicing the Defence and Aerospace industries both locally and internationally)
This 75-year-old, 3rd generation owned and operated company was facing significant financial distress on the back of its transition from an automative manufacturing and supply business to a high end, defence and aerospace manufacturer, and required HR and financial restructuring for both its sustainability as well as its growth and development into this new sector.
On the back of extensive restructuring activities in both HR, lending platforms and facilities as well as new cashflow friendly financing arrangements, it ultimately led to an increase in efficiency, performance management, and helped to implement cost-saving initiatives throughout the organisation.
Within 12 months of implementing these necessary changes, the company boasted enhanced financial stability, secure capital for expansion, and assisted in significantly reducing operational costs.
BlastOne International (Australian and US MNC leading specialist consultant and supplier to the protective coating and corrosion control industry)
On the back of significant growth, expansions and M&A activities, there was a business need to transition to a new ERP system required for greater efficiency, transparency and the ability to make informed business decisions.
Aaron conducted a detailed review and realignment of the organisational structure across a number of teams and departments to provide the necessary due diligence and data readiness to support the structure and foundation of the newly chosen ERP system to implementation and rollout stage.
Sound project management and cross departmental engagement and support, ensured a smooth ERP rollout, which also assisted in maintaining financial continuity, as well as optimising inventory management and reporting integrity.
The Trelleborg Group (European MNC with multifaceted divisions that is a world leader in engineered polymer solutions that seal, damp and protect critical applications in demanding environments)
Seconded on a project management bases to undertake a detailed audit in respect of suspected financial irregularities impacting statutory and group accounts in one of the largest and highest performing divisions of this large EU multinational.
A significant undertaking took place in the form of due diligence, whereby there were a number of identified anomalies and reporting misstatements, which triggered and initiated a divisional cost savings restructure program that targeted all cost impacting factors (HR, IT, Capex, Marketing, Finance, Procurement, Logistics).
The results produced the need to restate financial accounts accurately, reduce headcount for cost efficiency, and implemented compliance measures to prevent future irregularities.
Aaron’s strategic foresight and leadership have led to groundbreaking achievements in financial restructuring, technology innovation, and organisational efficiency. His work has significantly impacted these and many other organisations, showcasing his ability to navigate complex challenges and drive sustainable growth.
