CV of Moin Ahsan Page 1 of 3

CV of Moin Ahsan Contact details

Address: 206 James Ruse Drive, Parramatta, NSW 2150, Australia

Email:moin922@hotmail.com mob: 0402436957 LinkedIn: http://au.linkedin.com/pub/moin-ahsan/26/230/593

Education and Professional Development

Master of Business Administration (MBA), The University of Melbourne - 1996

Advanced Financial Modelling Course in Excel, CPA Australia, Canberra -2002

Advanced Negotiations Course- conducted by Insead Business School of Netherlands – 2001

Residential workshop on Leadership and Emotional Intelligence, APSC - 2006

Communicating with Influence, SPT Canberra -2007

Class -1 Marine Engineer, South Tyneside College, South Shields, UK – 1988

Class -2 Marine Engineer, Cork Regional Technical College, Cork, Ireland – 1984

Graduation, Bangladesh Marine Academy, Chittagong, Bangladesh – 1981

Career Outline

Independent Business Consultant June 2015 – Current, Viking Marine, Singapore

Since June 2015 I am working part time as an independent business consultant with Viking

Marine, a Singapore based start-up company, which provides Malacca Strait piloting and other

services to ships passing through Malacca Strait. I am helping Viking Marine to:

develop and implement their business growth strategy, marketing strategy and marketing

presentations – target 400% growth by mid 2016; and

Develop and implement a lean and flexible organisation, compliant organisational culture

and efficient operating procedures to meet the expected business growth.

Marine Engineer Mar 2012 - Dec 2014, Samson Express Offshore, Matson South Pacific, IMS

During this period I have been occasionally working as a marine engineer with the Australian

off-shore and international shipping companies to have a lifestyle break.

Senior Policy Adviser (acting/Assistant Director) January 2000 – November 2011, Department of Finance, Australian Federal Government

As a Senior Policy Adviser in various branches of the Department of Finance (Finance), I was

responsible for wide ranging policy analysis and development; policy, program and regulation

reviews; and financial analysis and policy costing. The policy areas included fiscal, economic,

industry, regulation, health, free trade policies. Key responsibilities and achievements:

A. Senior Policy Adviser, Regulatory Frame work Branch (Apr 2012 - Nov 2011):

Managed a major part of the Commonwealth Pre-2008 Regulations Review to reduce

the regulatory burden on the Australian businesses and communities. I enhanced the

methodology, analytical rigour and presentation of the review to set its benchmarks.

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Developed a comprehensive framework for efficient implementation of the

‘automatic legislation extinguishing regime’ (sun setting) of the Legislative

Instruments Act 2003, which was critical to the Government’s deregulation agenda.

B. Acting Director, Expenditure Review Taskforce (ERT) (Apr 2008 - Mar2011):

ERT was established by the Kevin Rudd Government to reprioritise the Australian

Government expenditures. My key achievements with the taskforce include:

Led the preliminary review (funding: $60b/year) of all Commonwealth Health and

Ageing programs to recommend a prioritised short list of programs to Cabinet for

further in-depth reviews. Eighty percent of our recommendations were endorsed.

Spearheaded the Strategic Review of the Diagnostic Services ($1b/year) to

develop a fiscally sustainable funding model. Cabinet endorsed all recommendations

of the review, which delivered savings and a sustainable funding arrangement.

Represented Finance in Medicare Benefit Schedule (MBS); and Pharmaceutical

Benefit Scheme (PBS) program reviews led by the Department of Health.

Developed two health grant rationalisation proposals for Cabinet consideration,

covering the majority of the discretionary grants administered by the Department of

Health (380 programs, with $5 billion/year funding). Cabinet endorsed the proposals.

Subsequently I led those grant rationalisation reviews. Most of the recommendations

of the review were endorsed by Cabinet, delivering significant savings, and a more

rationalised and administratively efficient grant programs.

C. Acting Director, Budget Group Review Implementation Team (Feb 2007- Mar 2008):

I led a section of Budget Group Review Implementation Team (BGRIT) to implement

the recommendations of a Budget Group Review. The review recommended

standardisation, guidance development and business process streamlining in order to

reduce the unnecessary workloads and staff turnovers. My key achievements include:

Led the development and implementation of the Finance Policy Costing

Guidelines, which is now used for costing all new policy proposals;

Led the development and implementation of the Standard Costing Model, which

is now used for allocating funding for departmental staffing and overheads costs; and

Led extensive business process mapping and analysis to recommend more efficient

streamlined processes, which were gradually implemented.

D. Assistant/acting Director, Long Term Budget Policy Branch (Sep 2004 – Jan 2007):

Provided regular briefs to the Minister and the departmental Secretary on the key

international economies, global oil market and free trade negotiations.

represented the Budget Group in five committees on free trade agreements ;

led the development of a new product “Monthly Economic Round-up”, which

received the highest rating of ‘5’ from the Minister’s Office;

represented Finance in the International sub-committee of the Treasury’s Joint

Economic Forecasting Committee;

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jointly developed the budget model for the Future Fund with the Treasury; and

Supported the departmental Secretary in his role as the chair of the Senior Budget

Officials Committee of the OECD by providing briefs and presentations;

E. Senior Policy Adviser with the Agency Advise Units (Jan 2000 – Aug 2004):

carried out extensive program and policy costing, policy and program analysis,

estimate development and validation, and documentation of the budget papers;

coordinated and delivered four federal budgets for assigned portfolios;

provided Cabinet, ministerial and executive briefs on policy, framework and

budgetary issues (consistently receiving above average ratings);

led the funding review of the Attorney General’s Department, generating savings; and

Contributed in shaping the government bond-debt management policy as a member

of the Steering Committee of the Commonwealth Bond Market Review (2003).

Innovation Business Adviser June 1999 – October 1999, Work Ventures Limited (not for profit organisation), Sydney

I took up this voluntary position with Work Venture Limited in 1999 before joining Finance. I

was advising prospective innovators on innovation, IP and commercialisation issues.

Founder and CEO June 92 -March 99, Canopus Private Limited, Bangladesh

Seeking new challenges, in June 1992 I founded an export oriented computerised embroidery

production business (60 employees). As its’ CEO I had all the key executive responsibilities

including marketing and business development, financial management and operations

management. I managed and grew the business profitably for seven years. My entrepreneurial

stint had two phases interspersed with a full time MBA course (Jan 95-Dec 96).

1. Key achievements in the start up phase (June 1992 to Jan 1994):

­ negotiated a three-year forward sales contract with a multinational company;

­ persuaded three investors to take up equity stake in the new business;

­ negotiated debt financing for capital machinery import against the sales contract;

­ created a new business organisation of about sixty employees;

­ Developed its business processes and standard operating procedures; and

­ The business went into production as planned and paid off its debts within a year.

2. Key achievements in the rationalisation and expansion phase (Jan 1996 - March 1999):

­ re-engineered business processes to increase efficiency and flexibility;

­ developed and implemented a marketing plan to diversify and expand client base;

­ implemented computerised financial control and inventory control systems;

­ modernised production facility to provide higher quality and wider range of services;

­ introduced planned plant maintenance to reduce costs and downtimes; and

­ Introduced multi skilling, and downsized the organisation to improve productivity.

Marine Engineer September 1981 - June 1991, Singa Ship Management Ltd, Singapore, Maersk Singapore and other companies