David Bartlett is a senior financial executive with broad international experience in all aspects of accounting, auditing and financial management spanning a career of 25 years including nine years in the audit division of KPMG with extensive experience in Banking and Finance, FMCG, Property, Service and Manufacturing clients in Australia, Papua New Guinea and Czech Republic. David holds at BEc (Accounting) degree and is an Australian Chartered Accountant. Since leaving KPMG 16 years ago, David has had extensive CFO experience with direct experience in Fund Management, FMCG, IT, Professional Sporting and Horticulture Industries.

David worked for an Asian Hedge Fund for two years and managing all aspects of the Group’s corporate entities, establishing key financial reporting and cash management policies and procedures as well as driving significant change and cost savings across the group’s entities in Singapore, Hong Kong and Cayman Islands. Prior to this role, he held the role of CFO of a global IT start-up company. He was responsible for setting up 15 businesses across the globe to facilitate the growth of the group. Restructuring and relocating the finance department, he managed finance, tax and statutory requirements in all the companies’ jurisdictions worldwide and developed key policies and financial reporting procedures.

David also spent two years in Saudi Arabia, in charge of capital projects for major FMCG company, Almarai. He was responsible for approving and managing annual capital budgets of over US$600m, including substantial property and plant development. He also managed the due diligence for the first ever acquisition of a listed Saudi company as well as preparing feasibility studies and having integral input into business plans in relation to the group’s foray into baby foods and poultry businesses. Prior to Saudi Arabia, he spent 8 years heading up the finance department of Port Adelaide Football Club, a successful professional sporting club competing in the Australian Rules Football League. He restructured the finance and administration team, re-engineered the group’s Information systems, disposed of non-performing entities/assets and was integral in developing non-core business to assist in the Group’s profitability.