Simon White has extensive experience in business acquisitions, integrations, and restructurings. He played major roles in the acquisition of a steam turbine workshop in Adelaide, the integration of Alstom into Siemens, and restructuring two underperforming businesses. White was also responsible for negotiating annual business targets with headquarters and setting realistic goals. He developed training seminars and served on a leadership task force to define the company's principles. White has mentored employees, managed multi-million dollar projects, and rolled out new business structures and organizations. He brings financial, commercial, project management, and leadership experience across various industries.

1. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
Accomplishments
1. What I have done
Due Diligence, Negotiation and Acquisition:
Played a major role in the due diligence, negotiation and acquisition of a steam turbine /
generator workshop in Adelaide as an investment to service the key customers in the
region and grow the Industrial Turbine Service business.
How I did it
Assessed the market and growth potential of this key offering and jointly with others
(technical experts) developed a short and medium term business plan incorporating
business volumes, revenue, profit and manpower.
This included assessing the return on investment to establish the right purchase price and,
with the technical experts, developing the key offerings going forward.
I engaged with the key stakeholders from the acquired company as to their roles in the
future organisation, dealing also with the expectations of long term employees and their
future.
I also liaised with the HQ who was required to approve all acquisitions of this nature. I
presented the business case with colleagues to all stakeholders and obtained all approvals
both overseas and locally.
What differences it made
I successfully completed the purchase and integration of the business which continues to
deliver solid growth in line with the business model. Despite changed market conditions
this acquisition continues to be a key asset in the portfolio of the business and supports
the capabilities of the local Industrial Turbine service business.
2. What I have done
Company Integration: I was responsible for the financial integration of the Alstom
small and medium industrial turbine business into Siemens Ltd Australia and New Zealand
which was purchased globally by Siemens AG. This involved managing the financial
integration, assets, goodwill, balance sheet transfer etc into the Siemens ledger as well as
incorporating the business plan into the official Siemens planning/reporting systems
including order backlog, contracts, risks etc.

2. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
How I did it
I engaged EY acquisition specialists for the detailed accounting process to ensure the
correct transfer of values into the balance sheet accounts. This all had to be done by a
key date to ensure that the figures were correct in Siemens books as at the start of the
financial year.
I engaged HR to ensure that the transfer of personnel in respect to conditions of
employment etc were correctly done and reported on the company’s payroll and HR
headcount system.
Order backlog was recorded into the Siemens reporting and planning system and then
considered in all forecasting going forward. Manpower was allocated to open projects to
complete. Files were opened to ensure proper documentation was retained and customer
information readily available for the new ‘owner’.
Liaised with the various factories and product centres in England, Germany and Holland to
ensure they were included in the overall planning process.
What differences it made
Seamless integration completed with minimal disruption. Product range now part of
Siemens portfolio with a strong increase in market share.
3. What I have done
Business Targets and Budgeting: I was responsible along with the Divisional CEO for
negotiating, agreeing and setting up the annual Business Target Agreements for the
regional company (Australia and New Zealand) for various businesses in the Energy
sector.
How I did it
The process involves the solid understanding of the local market, sales pipeline, employee
and cost structure of the business unit/division. Targets set by the HQ entity were
reviewed and analysed as to their reality and achievability. Meetings were held in Germany
and/or Asia which required presentations of local market particulars, SWAT analysis,
pipeline, political influences, market trends etc. to influence the final outcome – a
challenging but realistic target setting for the business unit/division. Understanding the
drivers from the HQ entity was vitally important for the resolution of the negotiations.
Close cooperation and relationships with the HQ staff was paramount to success.
What differences it made
Achieving an agreement on realistic Targets for the business allowed the transparent set
up of incentive and bonus agreements where staff felt empowered to personally influence

3. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
the outcome. It also allowed proper discussion on deviations during the year where
market influences may affect the achievement of against budget.
4. What I have done
Training and Mentoring: Developed, facilitated and co-presented the ‘Operational
Excellence’ Seminar. This is a 3 day interactive seminar run twice annually to introduce
and workshop the major business processes in Siemens as part of the training and
development of identified key talent and future business leaders.
How I did it
We reviewed the complete Sales and Delivery process for major Industrial and Energy
projects from step one – ‘customer enquiry’ to ‘end of warranty period’. This was then
broken down into 3 key elements (i) Marketing, (ii) Sale and (iii) Operations/Execution.
The seminar stepped everyone through the individual phases looking at techniques, tools
and how to assess risks in each area of the process.
It then took participants through a mock tender (stage managed by the presenters) which
simulated the real pressures and challenges of marketing, selling and delivering an
electrical project in the industry market.
What differences it made
It has been rated by participants as one of the most highly valued seminars offered by
Siemens. Feedback ratings were consistently ‘very good to excellent’. Participants cane
away from the seminar having an increased awareness of key company processed and
practical understanding.
This has been recognised as one of the most practical and relevant training seminars ever
run at Siemens. It is home grown and addresses real life situations that are experienced in
electrical engineering and project management areas.
It has also survived the test of time in that we have steadily evolved the seminar to
ensure that it has kept up with modern trends while at the same time ensuring that the
‘business basics’ are retained and reinforced.
5. What I have done
Leadership: Key contributor to the ‘Leadership Task Force’ to define and develop
leadership principles in company.
How I did it
A team of diverse backgrounds was nominated by our CEO who was looking to define the
company’s leadership principles and ensure they were developed and rolled out across the
organisation. We workshopped the topic over a period of a few months and came up with
the principles and a program to roll it out to the leadership group across the company.

4. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
What differences it made
Leadership principles are now embraced as an integral part of the company’s
organisational culture and values.
There is a higher level of awareness for the need for responsible leadership across the
company and these principles are also entrenched in the company’s value system and
reward schemes. The work we did many years ago still forms the foundation of the value
system in leadership today.
6. What I have done
Staff Development: Representative of the Commercial Business Units on the Graduate
Steering Committee: an employee development scheme to identify, develop and retain
high performance graduate staff across the commercial, legal and financial functions.
How I did it
Before I came on board the scheme was suffering from high dissatisfaction levels and
regrettable staff turnover. As a group, we evaluated the reasons and formulated a
‘constitution’ under which the Graduate Scheme would be run. This involved issues such
as quality of candidates, tenure, rotations into different functions and business types,
income levels, mentoring and development initiatives.
Once this was established I was involved in the selection, evaluation and recruitment of
chosen candidates as well as their placement into the business areas. I also took on the
selected ‘mentorship’ of candidates to act as a sounding board for the individual and to
help guide him/her with respect to career path and development.
What differences it made
Over the last 3 years there has been a significant increase in the quality and retention of
graduates within the business with the majority of candidates expressing a higher level of
job satisfaction and greater sense of opportunities for career progression within the
company at both a national and international level.
7. What I have done
Transfer Pricing & Tax: Responsible regionally for the company’s Transfer Pricing &
Risk and Profit Sharing Model, which was set up to facilitate international collaboration in
major power projects

5. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
How I did it
As this was an HQ initiative and a process involving two major players, I actively engaged
with the developer of the process/policy in Munich and facilitated meetings with key
stakeholders in other parts of the organisation in Europe to align understanding and
expectations.
I spend time in Munich assisting the development team in preparing the role out
presentations for the regional companies eg. Australia. Once this work was done I was
responsible for rolling out the training to users in Australia and New Zealand. This required
gaining a substantial knowledge and understanding of transfer pricing and international
taxation on major projects.
Over 100 people in Australia/New Zealand were trained in the model and I have continued
to be the ‘go to person’ in the region for issues on the application of this model.
What differences it made
Developed the business model approved and adopted by Siemens AG and now have first-
hand experience in applying the model in complex international power projects in the
Energy industry. The number of disputes and accounting challenges have greatly reduced
due to a broader acceptance, understanding and experience gained with application of the
model both in the HQ and local company.
8. What I have done
Business Restructuring: Evaluated, in cooperation with others, several lesser
performing businesses and initiated restructuring, process improvement and strategy
development with a view to increasing market share and profitability. This involved two
similar businesses (A) plus another business (B) that was performing well but required a
new organisational set up.
How I did it
My first task was to understand the size of the market, which parts of the market we
would be competitive in and what we were likely to gain from the market in terms of
profitable orders. Then we needed to obtain support from HQ in providing products, sales
and engineering support to deliver these offerings to the market as well as confirmation of
transfer pricing, warranties etc.
Once this was done, in conjunction with the sales and marketing team, I developed a
Sales pipeline to ascertain the timeline and volumes of future business opportunities. This
information was the basis for a business plan/budget and the required resources to deliver
the plan were introduced. Any restructuring and adjustments to assets were done to meet
the business plan.

6. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
What differences it made
The two restructured and realigned businesses (A) maintained profitability levels despite
smaller and challenging business environment.
The third business (B) has showed significant growth since reorganising and has become a
key profit contributor.
9. What I have done
Staff Development & Mentoring: Played a role as a ‘mentor’ for numerous employees
spanning my career to assist with individual’s career aspirations, dealing with difficulties
and conflicts in the workplace and generally offering career advice and direction
How I did it
I had a regular schedule of meetings with the individuals. This was on a relaxed basis. No
agenda was required and the meeting covered the persons career and personal
development, issues regarding their peers, managers etc etc.
What differences it made
This activity reduced the rate of employee turnover of staff with potential for
development. It also helped the organisation identify high potential staff and career
development.
10. What I have done
Personal Development: Attended the Siemens Advance Management Course (S3)
under Duke University management which was for senior management in operational
positions.
How I did it
This involved a period of 9 months of teamwork, seminar work and production of business
impact projects. It focused on Siemens specific management and leadership topics
culminating on a final seminar and presentations of the business impact projects
What differences it made
I was able to apply much of what I learnt in my day to day job. It gave me additional tools
to perform my day to day role. The major learning was the teamwork aspect which came
from the challenges that we were presented with and the networking I was able to do. A
particularly satisfying outcome was that I was awarded ‘ Best & Fairest’ and ‘ Most
Improved Team Player’ which was a vote by the course management and my peers.

7. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
11. What I have done
Organisational Leadership: Set up the Major Projects Organisation in Siemens Australia
and New Zealand together with the Divisional CEO. This was in response to the company
receiving several major high value Energy projects where the HQ organisation, the key
knowledge and resource carrier, had to enable the local organisation to deliver the
projects to the customer’s satisfaction.
How I did it
Agreed with the HQ organisation what tasks would be required to be fulfilled by the local
company in AUS/NZ. These tasks included local infrastructure and facilities (eg.
accounting, HR, real estate etc), project management, commercial controlling and
management reporting, local tax compliance etc.
Set up the local organisational structure to facilitate the agreed tasks including the
personnel and reporting and financial controlling systems. Documented the internal
agreements which stipulated the risk profile and division of responsibilities between the
two parties.
What differences it made
This structure enabled the organisation to focus solely of major projects that are not
typically part of the ongoing business. All staff were allocated to individual projects and
where appropriate, their employment contracts were structured in order for the
organisation to adjust its size to the cyclical nature of the business. Staff were able to be
allocated to other projects as and when they arose which also helped consistency of skills
across projects and protect jobs.
Reporting of the financials and project risk management was of higher quality and more
reliable forecasting was a key outcome.
12. What I have done
Business Structure & Organisation: Rolled out the commercial structure for an
Expertise Based Organisation (EBO) across the Energy Sector in AUS/NZ as part of a
company realignment.
How I did it
Identified the key controlling elements of Marketing, Sales and Supply Chain in order to
clarify the individual responsibilities of the commercial management in this new structure.

8. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
Presented this to the senior management group in a special session. The proposal was
accepted with minor adjustments. This was then rolled out as the definitive position
description elements for each function.
What differences it made
Absolute clarity was established in the commercial organisation as to the division of
responsibility of roles which maximised productivity and avoided duplication of tasks. It
also enabled staff with key skills or specialists to focus on their areas of expertise. This is
still the case today.
13. What I have done
Training & Mentoring: Introduced and drove the introduction of Economic Value Added
(EVA) into the organisation as a tool to measure financial performance.
How I did it
Presentations, workshops to effected staff.
What Differences it made
All staff technical and commercial focused on the main EVA drivers which resulted in a
year on year improvement in EVA.
14. What I have done – general / other
- Financial & Commercial Management of several business units / divisions
- I was involved in the financial and commercial management of numerous major
Energy & Industrial projects at various levels of detail and interaction. These include:
- Cook Strait HVDC Project in New Zealand
- Kogan Creek Power Station
- Mortlake Power Station
- Laverton Power Station
- Anzac Frigate project
- Braemar Power Station
- Neerabup Power Station
- Muja Power Station I&C Upgrade
- Cape Preston gas turbine project

9. Resume - Simon White
Simon White mobile: 0418 505 410 email: blackinkframing@bigpond.com
- Huntley power station I&C Upgrade NZ
- Tender negotiations in major Power Generation and Transmission bids with
Siemens’ offerings
- Risk Management
- Development of incentive schemes for Sales and Operations staff
- Business Interruption Analysis.
- Office Move from Richmond to Bayswater
- Various coaching and training / presentations on subject maters
- Involvement in the conceptual stage of the Siemens – South East Water Alliance
contract (later to become ‘US’) which developed into an important business for both
parties