Search

Profiles Matt Hill, chief executive officer (CEO) of Melbourne, Victoria-based skateboarding company, Globe International Inc. Career history of Hill; Challenges encountered in being Global's CEO; History of the company; Services and products offered by Global; Factors affecting the financial status of the firm; Performance of Global's stocks; Management strategy of Hill.

Features Nicole Feely, CEO of St. Vincent's Health, a Catholic hospital in Melbourne, Victoria. Comparison of a job in the civil service to that of a CEO of a hospital; Criticisms of Feely's work ethics; Support received by Feely from the political, legal and social spectrums; Career history; Depth and strength of Feely's networks as revealed in her position at St. Vincent's.

The article focuses on the success of Patties Foods, a pie manufacturer based in Bairnsdale, Victoria. A brief history of the company is presented. Greg Bourke describes the challenges he faced when he was appointed chief executive officer (CEO) of Patties in September 2008. Bourke has added structure and discipline in the company and introduced regular investor and management meetings to make sure that members of the Rijs family expressed their views about the company.

The article features Mick Bourke, chief executive and chairman of Environmental Protection Authority (EPA) Victoria. According to the author, Bourke's achievement at the EPA Victoria has been to persuade the industry to environmental compliance. Bourke notes that EPA Victoria hired him because of his multidisciplinary background and knowledge of service delivery. Other highlights of Bourke's career are discussed.

Presents an interview of chief executive officer Paul Bassat in Melbourne, Victoria. Development of online recruitment in Australia; Position of Seek Communications in the online industry; Plans of a stockmarket listing by Seek.

The article discusses the author's conversation with Saint George Bank's (SGB) chief executive officer Rob Chapman about the relaunch of the Bank of Melbourne (BOM) in Victoria. Chapman noted some personnel changes in SGB's owner Westpac. He also explained his plan to overrule the BOM's business loan application system on the basis of local knowledge and industry experience.

The article focuses on Scott Needham, group chief executive of Leadtec Systems Inc. in Melbourne, Victoria. Needham says that Leadtec has not lost any of its 50 employees in 2009 due to recession and their effort to create a better workplace. It also notes that Needham has launched the Life Research, a life sciences business that enables users to look for specialised life-sciences products. Needham is confident the Life Research will grow amid the recession through creativity and drive.

The article offers information related to management. It mentions that David Liddy, the chief executive of Bank of Queensland, is elected as the deputy chairman of Australian Banker's Association. A research on why workplace errors take place indicates that experts do not at all times execute their work accurately and could be triggered by distraction. Melbourne University and Melbourne Business School will merge on October 1, 2009 to establish a new business and economics faculty.

The article features Scott Needham, group chief executive of Leadtec Systems Inc. in Melbourne, Victoria. It cites the self promotion of Needham and the increase in revenue of the company giving it a good track in the 20-year trading history. It also mentions the dream of Needham to build an industry of products for biotechnology research community. Several information on the company and Needham including the company's revenue for May to June, 2009 are also included.

The article reports on the test of a business model, in which an organisation invites customers to pay what they thought it was worth, by Thinking Network, a business consultancy in Melbourne, Victoria. Chief executive Ken Wall of Thinking Network asserted that the company believed that the model might be worth an exercise, but it turned out that it was a failure. Wall said that the recession made conservatism a stronger instinct than to control the price.

The article features Catalyst Design Group Pty. Ltd., a design consultancy firm in Melbourne, Victoria. It discusses Catalyst's business strategies which enable the firm to achieve remarkable growth amidst the global recession. Chief executive Hugo Davidson relates that Catalyst enjoyed an increase in revenue by 200% in 2009-09, asserting that similar growth will be achieved in 2009-10. It relates that Catalyst specialized to work on products it can manage from design into production and supply.

The article profiles Campbell Rose, chief executive officer (CEO) of the Melbourne, Victoria-based Australian Football League club, Western Bulldogs. Rose took over as CEO of the club in 2003. Since then, Rose has turned the club around and ensured its long-term survival. According to Rose, the key was signing a deal to redevelop Western Oval into a mixed-use facility to be shared between the club and the local community.

The article reports on the move by Mark Cutifani, chief executive of South African global giant AngloGold Ashanti Inc., who told the Melbourne Mining Club in Victoria that the gold industry is bleeding cash despite a drop in production. It says that the gold company costs had doubled in the past five years and the pitch point for the projects was about $650 million an ounce. Cutifani notes that if someone buys a development project, he can add $200 million an ounce in all costs.

The article reports on an interview with U.S. lawyer Dan Devine, chief executive of biotechnology firm Patrys, which is developing a cancer therapy. Patrys was formed in 2005 from the merger of his firm Acceptys and German firm OncoMab. He moved Patrys from New Jersey to Melbourne, Victoria and recruited Alan Robertson, chief executive of Pharmaxis and capitalist John Read to its board.

The article presents an interview with Kathy Alexander, chief executive officer of the City of Melbourne in Victoria. She describes her job in a hospital environment as managing services to fix people up. She claims that working in a hospital environment gives her the opportunity to work in an environment of really serious prevention.

The article profiles Jason Murray, chief executive officer of the Melbourne, Victoria-based retail company, Just Group. According to a retail analyst, Murray is competent on numbers and is able to grasp strategy as well as the finer points of retail. Murray used to work as management consultant at British retailer Asda.

The article profiles Michael Ohanessian, chief executive officer (CEO) of Melbourne, Victoria-based biotechnology company, Genetic Technologies. Ohanessian took over from former CEO of Genetic, Mervyn Jacobson, after the latter was investigated by the Australian Securities and Investments Commission. According to Ohanessian, restoring the company's credibility in the eyes of investors will be difficult, but he is confident that the firm has the ingredients to succeed.

This article presents an interview with Daniel Leipnik, chief executive officer of Melbourne, Victoria-based textile company, Specialty Group. He explains that the success of the company's waterproof, breathable fabrics, was the result of their niche strategy. He points out that they add value by producing specific fabrics for specific uses. A flame-resistant DuPont Nomex fabric is their next innovation and he explained that it is a much larger and more stable market than the sports market.

The article examines the achievements of Tricia Caswell as former chief executive of the Victorian Association of Forest Industries in 2006. It is observed that in the 2006 Sustainability Report of Caswell, there were 10 checks, 12 in progress, four crosses, and three baselines for the 29 goals listed for 2006. Gavan McFadzean, a campaigner for the Wilderness Society in Victoria, claims that forestry lost more than it benefited under the leadership of Caswell.

The article profiles Bob Stobbe, chief executive officer of the Victoria-based energy-sector asset buyer and manager, Spark Infrastructure. According to Stobbe, he plans to grow the company's unregulated income to account for 30 percent of the group's earnings. However, he admits that difficulties in finding more workers for the electricity companies it owns can hinder the company's plan to increase its unregulated income.

The author considers the issue of how much responsibility should the chief executive officer and the senior managers of Connex bear for the inadequacies of their company's service. According to the author, the train network operator is a byword for appalling service in Melbourne, Victoria. The author discusses the potential effects of bad service on the company's financial performance.

The article profiles David Lee, chief executive officer of Melbourne, Victoria-based Norfolk Electrical and Communications. Norfolk operates electrical engineering, air conditioning and facilities management businesses. According to Lee, he aims to increase the revenue of Norfolk to $500 million by 2009.

The article focuses on the leadership of chief executive officer (CEO) David Simpson at the Melbourne, Victoria-based not-for-profit organization, the Bluearth Institute (BI). BI was founded in 2000 to improve the health of primary school children by encouraging physical activity. Simpson's 28-year career in marketing and advertising made him a qualified CEO in his own right. He had also always practiced a healthy lifestyle, as what he already preaches.

Profiles David Azure, chief executive and shareholder of Azure Wireless, based in Melbourne, Victoria. Net worth; Business strategy; Career background and highlights.

Profiles John Ilhan, chief executive of Crazy John's in Melbourne, Victoria. Total wealth of Ilhan; Success in the automobile business; Career highlights.

Focuses on Melbourne, Victoria-based financial planning co-operative AustAccount's plan to recruit accountants. Chief executive Stephen Reed's strategy of redirecting the profits and power of fund management houses to the retail distributors; Initial public offering plans; Membership requirements.