 Hi there, my name is Mia Barry. I went to the University of Newcastle in 1996 and I graduated in 2000. I studied a Bachelor of Commerce degree and I majored in International Finance. And that degree set me up for where I am today. I'm CFO and I'm about to start my new role as CFO of Oritan. Prior to that, I was CFO of The Iconic, the online fashion retailer in Australia. In coming back to Australia, I was fortunate enough to gain a role as financial director of Oceana, of Gate Gourmet. And now going through a huge amount of change there as well. We went through a number of acquisitions, a number of mergers. And after that, I went to Coca-Cola, worked in a number of roles there at Coca-Cola, headed up the retail division, so I was the head of finance for the retail division, which was the largest division of Coca-Cola-Emmital at that stage, and really looked after a lot of the sales in the space of coals and Woolworths. So that was quite an intensive role. Following Coca-Cola, I actually worked at, I went to join the Iconic as CFO. So that was my first CFO role. So even though I had been a finance director in a number of times in previous organisations, this was my first role as CFO of an organisation and I was very fortunate for that to be the Iconic. For those that don't know, the Iconic is the largest online retailer of fashion and sports in Australia. And again, it's a very similar story to when I joined the train line. At that time, they were probably around about 300 million in turnover and they had aspirations to really grow that up to $1 billion in turnover and got a good way there in the three years that I was at the Iconic. There were a lot of challenges for any company going from a start-up to being a scalable growth-size company, moving from a small company into a large company number one in that space. So a lot of focus was around how do we actually set this company up for success, how do we scale and at the same time continue to offer that awesome customer experience. Over the last 12 to 24 months, you've seen a greater migration of businesses to online and I'm not sure if that's because of the Amazon effect where with Amazon coming into the market a few companies decided that now is the right time to move online. But you still see in Australia the penetration of the online market is below what you have in many other developed markets such as the UK and the US and also Canada in fact. So in terms of online, I think there's a few key features that are really important when you're operating an online business and some of that's around really ensuring that that customer experience is like seamless and by seamless I mean a customer can get to what they're trying to buy within a few clicks that once they get there their checkout is a very quick and easy and convenient checkout and then ensuring that after the sales, so like once they have purchased that you actually ensure that you deliver it doesn't always have to be as fast as possible but you deliver in a way that it gives customer confidence that they're actually going to receive those items. Following that, if they need to return an item, make sure it's really easy to return. Me as a consumer, I buy a lot online but I also return a lot online. I don't actually really go shopping anymore. So then I'm just about to start my new role at Oritan and I joined that in July so that's a hugely exciting role to be joining. Again working in that fashion and accessory space in a company that's actually just coming into the online space. I think that in the last year or so they've really developed in that space so I'm hoping that I can add a fair bit of my skill set in that area. I often get asked the question as to what does a typical day of a CFO look like and I think the answer to that is there's no typical day of a CFO. I think every day is different and that's what I love about the role especially with the companies that I've worked for and worked with in that they've always been through constant change so there is no typical day but the one thing that pretty much stays consistent is your need to lead people and to lead organisations and I think that's a really important part of being a leader whether you're a CFO, whether you're a CMO, whether you're a CEO it's about leadership of your teams and you don't achieve anything without your people and having the right people on your teams. So a lot of my role is around making sure that people in my team and in the organisation have a really clear view of what our objectives are what we're trying to achieve and where we need to focus our efforts and then making sure that that's communicated quite well in terms of you know they know what their role is in relation to the objectives so there's that clarity of role clarity of objectives and a strong communication channel. Then the final area I think is a leader that's really important is making sure that the team members collaborate across functions and as a CFO and an executive you're in a really unique place whereby you actually get to see the whole operations of an organisation on a daily basis. You're not in the detail but you get to see the whole operation so you can actually help really organise and manage cross-functionally how people work together and how teams collaborate together and I think as an executive that's a really important skill set that you need to have so you know people probably heard it before the three C's but I think that's really important as a leader and as an executive to have that clarity, that communication, that collaboration really at the forefront when you're leading. I think being a finance professional in this day and age is about being a business partner to contribute to value and to being quite strategic in supporting strategy. As I mentioned before like my days are very varied but a lot of what I'm trying to achieve every day is operational and strategic outcomes and through doing that a lot of it's around working with people giving direction around driving strategy and asking a lot of questions. I think as a finance professional you are in a really great position where you get to see things that are happening in marketing you get to see things that are happening in sales and in operations and your role as a financial professional is to bring that all together and support the achievement of strategy. To me I never actually set my mind out to be a CFO it's just the way things ended up. I think throughout my career I've always really strived to do really good quality work to actually support other people in doing good quality work and support organisations in driving their objectives understanding their objectives and being really curious about how we actually optimise processes, how we optimise work and how we really drive strong financial outcomes. Apparently I'm quite good at it and as a result I've ended up as CFO but I think there's something in that in terms of to focus on things that you're actually good at and you enjoy doing ultimately you'll probably be successful in what you do if you're trying to do something that you're not enjoying that you drag yourself out of bed to do every single day then maybe you need to reassess what it is that you're actually doing. To me it's always been really important in my career to give back what has been given to me I've been really fortunate to have been surrounded by a lot of really strong managers, really strong mentors throughout my career and I get a huge amount of fulfilment and out of actually helping other people achieve their idea of success and through that I really support my team members who I've worked with in the past and I've long worked with around actually really defining what their career success is and really helping them in actually achieving that career success that gives me as I mentioned a huge amount of fulfilment and is part of my why in terms of why I go to work every day it's not about the work, it's about the people that I'm working with.