JONATHAN BUNCH E: jon@bunchesinoz.

com
P: 0400416710
A: Morningside, QLD 4170
WWW: Online Profile

❘ PRO FE S S IO N AL S U MMA RY ❘ N E WS A N D PO DCAS T S

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.

Vela Software Group - Chief Information Security Officer

Brisbane, QLD • 08/2022 - 12/2023
• Spearheaded developing and implementing a comprehensive information security strategy as CISO for the larger
organisation (approximately thirty-five disparate companies). I organically bubbled this initiative up to the CEO and
would not take no for an answer. Over two years of working in the security space in the larger group, new and
informed policies, controls, and systems have decreased risk of attack by 8-12-fold.
• Successfully convinced stakeholders to centralise essential IT functions and establish a baseline security profile to
ensure successful insurance claims for all company entities. Creating a baseline and using it as "the floor" increased
uptake versus voluntary uptake by 50% and cut the cost of providing services to them by 60% in centralising critical
services.
• Collaborated with third-party providers to offer Cyber as a Service to all companies within the group. This represents a
60% reduction in cost versus creating and staffing a centralised team and reduced implementation time by
approximately 14 months.
• Implemented 24/7/365 monitoring, surveillance, security operations centre, a fully managed SIEM, vulnerability and
patch management, and a cyber training platform. I went to tender and identified the best-fit service provider,
reducing overall vs. individual security spending by 60%.
• Established a single ISO management system to serve as a repository for all ISO frameworks, including ISO 27001 and
9001, with all required functions integrated into the system. This enhanced cross-pollination with skills in the system and
provided a central cloud repository to push corporate policies down to each business unit from the parent entity. It
provided a central repository and the capability of performing audits moving forward. It saved time during
external/internal audits and was an effortless way to find and follow policies and procedures, for example, in case of a
breach or suspected breach.
• Led the implementation of an identity management platform to enhance security and access control measures.
Identified the best partner with easy-to-use and managed corporate access/assets and provided additional security
for corporate and company websites, removing the need for passwords but doing so securely.
• Regularly reported to the Group CEO and parent company across the group, providing updates on risk assessment
and mitigation strategies. I provided technical guidance and support for security-related issues across all organisational
departments. This included weekly, monthly, and quarterly reporting presentations/reports, providing tracking of all
significant incidents, including in-depth metrics across the group and into each vertical group, implementations and
additional services offered by our vendor across the group of companies. This facilitated an ongoing goal in this
journey by providing near-live analytics to help track ROI and Risk Management.
• Developed and implemented security policies, standards, and procedures for the organisation. Initially, only 3/25
companies had meaningful investment or progress in any measurable security framework. This also included backup
and DR/BC processes/procedures. This alone brought direct protection to company assets and IP/PII.
• Collaborated with legal counsel to address privacy concerns about customer data storage and handling procedures.
• Researched, reviewed, and recommended equipment, materials and supplies to prepare and maintain security
expenses within the approved budget.

Bay Technologies Pty Ltd - Director

Brisbane • 01/2020 - 01/2024
• Prior to July 2023, I served as Pseudo Director.
• Provided leadership in times of crisis and change initiatives. I onboarded the new GM and nurtured his development as
the team adjusted to his new methods/ideas/expectations. Another example is COVID-19 and how it changed how
businesses transacted. I studied and collaborated with key team members, and through this, we transformed team
morale, primarily by listening to their challenges and addressing them with veracity. Adjusting and trying new things
 until we found our "secret sauce". We intensified regular contact to ensure spirits remained high and mental health was
stable.
• Cultivated relationships with key internal and external stakeholders. Through our existing Australian customers and their
length of service, we realised that a critical target area would be department/council A employees who had moved
to department/council B, where Council B had no automation or management in their organisation. The movement of
these employees created opportunities and referrals. It was then clear how strategic and vital these interdepartmental
moves were. An example is the penetration into the NSW State Government (Health and Customer Service), where
one opportunity led to another, and we have currently converted one and several more opportunities near finalisation.
• Analysed industry trends to inform decisions on product offerings or services. Early in my tenure, I identified security,
specifically ISO 27001, as an immediate need; however, at that time, there was a different strategy in place that did
not include security training, certifications, etc. Once I was promoted to GM, I immediately started a project to
achieve certification for ISO 27001. Bay certified to 27001 within 12 months of that day and CSA Star certification within
the next six months. This was another direct value-add we could provide to the most secure focused customers, hence
our penetration into Cloud Hosting for NSW Agencies. PSAF certification (basically PSPF Federally but adjusted to suit
NSW specifically).
• Established and monitored KPIs to optimise company performance. I inherited a Bonus program that consisted of
management objectives, each quarter being set to something “new” and never assisting directly with the business.
Immediately, I implemented a KPI bonus program, which was incorporated into the company's strategy to meet the
board's goals and direction. This direct link allowed a few intensive changes to occur as it motivated people to have
the same goals and similar objectives (that they took part in setting) and ownership. This facilitated our more than 100%
growth in my first 18 months. It also tied the bonus to company performance.

Bay Technologies Pty Ltd - General Manager / COO

Brisbane, Australia • 01/2015 - 09/2022
• Implement efficient and effective operational processes to increase productivity and profitability. One of the first
business-focused changes was project delivery and what each government customer required regarding specific
governance and frameworks: PRINCE 2, agile, waterfall, etc. Provide a boilerplate MS Project template that could
easily be chopped down into tasks and consumed by the customer or the entire provided plan used to run the project
for both teams after some minor collaboration. This ensured we charged correctly instead of the frequent past loss
leader implementations. A better value discussion.
• Monitor and analyse financial performance with strategic decisions to improve business outcomes. Providing the team
with ongoing KPI reporting and ensuring consistency of data, we offered a way to sync data through JIRA and
Autotask through their respective databases, which facilitated the ability to sync our critical systems and business
performance with MS Power BI reporting, further providing significant data for the team to utilise. This directly
contributed to a reduction in OPEX over the next few quarters by identifying areas requiring improvement and
adjusting the business to meet the KPIs.
• Foster a positive and collaborative work environment by promoting teamwork and open communication. I invited my
management team to undergo a psychologist's MBTI/DISC analysis. Using this info, they created a presentation
focused on intrinsic personality traits, working with each other's strengths, and identifying differences. This increased
trust and psychological safety in the team environment.
• Develop relationships with key stakeholders, including clients, vendors, and industry professionals. I began a new key
initiative based on vast collaborative engagements with customers in assisting with a product UI rewrite. This project
was so successful that we established company-wide, customer, vendor, supplier, and business partner annual events.
Short sessions were held; some informative, some new tech, new features, and functionality through to industry
challenges, e.g. SharePoint as a cloud repository. This led to a customer-led advisory board to help establish a feature/
function that was basic to the collective's needs and usable by the larger group. This propelled customer engagement
and gave us exponentially more opportunities to identify challenges that could be addressed immediately.
• Streamlined communication channels and established regular check-ins to ensure consistent feedback delivery and
track progress, improving employee engagement and productivity. Held weekly “standup” meetings, which started
the week, informing all employees of requirements for r project tasks, meetings, etc. In addition to one-on-ones from
each manager for their respective teams and monthly and quarterly KPI reviews with the same focus. These short and
sharp meetings reduced the need for other meetings. The KPI program allowed reinforcement of focus, which allowed
a safe and science-based approach to understanding the root cause of problems, aka we made decisions based on
facts, not feelings, dramatically decreasing time “chasing of our tails”.
• Developed and executed a comprehensive risk management strategy, resulting in a 40% reduction in overall
organisational risk. The Risk register was vital in tracking progress in achieving goals. Mapping risk to ISO 27001 gave us
insight into where to minimise cost/effort and get the best ROI from a security investment.
• Drove the successful execution of numerous large-scale events/promotions while closely managing costs/budgetary
constraints associated with event planning/management activities.
• Monitored financial performance, set budgets, and controlled expenses to provide financial stability and long-term
organisational growth.

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.

Memnet Solutions - Director / General Manager (Acting)

Sydney, NSW • 01/2020 - 01/2024
• Prior to July 2023, I served as Pseudo Director.
• Led cross-functional teams to identify areas for improvement and implement strategies to increase revenue. We took
opportunities to create novation capabilities for existing customers and provided a new contract that included new
plans (that they could also decide to execute) that included updated and new subscriptions and services. This directly
increased our wallet share of customers and created new revenue for future customers.
• Implemented strategic plans that resulted in a 20% increase in overall organisational performance. Reorganising teams
to be more effective for a small company immediately paid off, achieving more with less.
• Collaborated with cross-functional teams to develop and execute strategic plans, successfully launching two new
service offerings within 12 months.

Coresoft - Director / General Manager (Acting)

Sydney • 01/2022 - 01/2024
• Prior to July 2023, I served as Pseudo Director.
• Successfully mentored and developed the management team and operations manager, promoting the operations
manager to the General Manager role in January 2023.
• Negotiated contracts with vendors, suppliers, customers, and partners effectively. We consolidated the already
negotiated enterprise deals the group could offer versus the status quo for a small company; this immediately positively
affected the team, customers, and the bottom line.

Infocouncil - Director / General Manager (Acting)

Sydney, NSW • 01/2020 - 01/2024
• Prior to July 2023, I served as pseudo-director.
• Navigated COVID and implemented changes immediately to diversify how we worked. This allowed us to minimise
effects of COVID-19 for almost 18 months.
• Provided leadership in times of crisis or change initiatives. Serving as General Manager, working on soft skills, cohesion,
trust, and equality within the management team. The culture was broken and repairing it took time.
• Formulated long-term objectives. In advance of a significant change to the codebase, I formulated a new sales case,
where we minimised our deficiencies during "the conversation" and openly acknowledged them with credible and
truthful timeframes to address them.

The IT Bunch Pty Ltd - Managing Director

Brisbane • 07/2011 - 03/2017
• Developed and implemented innovative technology solutions to improve company operations and customer
experience. Was a reseller for Google Business and worked with organisations that needed basic through to complex
business needs. I had scripts that ran in the early days on the Google platform, enabling sophisticated processes, such
as sign-by-finger on the phone screen while onsite vs. sending it via email or post for approval/payment. This was a
service I provided that helped me to roll out my virtual CTO for SME/SMBs.
• Drive strategic partnerships and collaborations with key technology vendors and industry leaders to enhance the
company's competitive advantage. I had over 30 partners, including hardware, software, and services and critical
strategic reseller ships, including HP, Lenovo, IBM, and Dell.
• Also provided break/fix work for Etihad, Virgin, Air Niugini, Singapore Air, and Qantas Freight at BNE Domestic and
International Airports and some regional head offices in Brisbane CBD. Provided other contract services to Singapore
Air, including the successful Brisbane CBD office staged infrastructure migration.
• Monitor industry trends and advancements to identify potential business growth and development opportunities.
Always on the bleeding edge of technology, I have a passion for testing and solving problems, and I was a Google
explorer with a few pairs of Google glasses in the day. This platform allowed my business to grow as a subject matter
expert and trusted advisor.