Ian Rees

Experience Over twenty years experience in a broad cross section of business in areas of Corporate Finance – Restructuring, Agribusiness, Business Services & Taxation, Invention Commercialisation, Hospitality, Not-For-Profit, Retailing, Manufacturing, Processing Traceability and Workforce Mobility Solutions.

M: +61(0)438 838 133

Director

Scope of Work Ian has been involved in various General Management and Senior Executive positions dealing with Boards, Executive Management, Sales & Marketing, Finance & Accounting, H R, R&D, I T, Operations and Administration. Scope of work has included strategic planning, business management, change management, customer service & relationship management, sales & marketing, financial management, operations management, people management, asset management, invention evaluation, intellectual property management, funding & grants management.

Instinctive Drives I.D 4528 To get the best out of Ian:

One of his greatest talents is to act as a catalyst for change, especially in environments where the pressure is on to produce results quickly and creatively. He has a natural ability and is driven to jump into projects, achieve seemingly impossible projects and expectations and lead individuals and teams through uncharted territory.

Ian thrives on positive energy: positive people, exciting, challenging situations. He is decimated by negativity. The more passionate and energised he is about something, the better he will perform. Take them away and his performance, fulfilment and personality diminish greatly.

Ian needs seemingly impossible challenges to keep him motivated and at his best. Big challenges, big benefits, tight deadlines! But, don't tell him how things need to be done, just give him the important parameters and let him work things out for himself.

He can not only work well under pressure, but can actually do his best work at the last minute.

He works best when he can think through the problems as they arise. It is critical that he starts a project immediately – the quicker he can start a project the better the end result will be. In addition, if you want him to take action on something, get him to initiate it while he is there with you and then, as the interaction with the other party takes over, slide away.

Take notice of his most immediate reaction. It will be the one that is the most accurate and meaningful. He may find it difficult to articulate all the ‘reasons’ for his reaction, but do not discount them just because he cannot explain them as you might want.

Things need to make sense to him straight away so that he can make an immediate decision and move forward. When he does need to solve a complex problem, he will "think" best by talking about it with someone else on the run moments before the decision has to be made.

He will attend to detail if you make it challenging for him, if you show him how it will make a significant impression and if you illustrate the significant benefits available to him for doing so.

Ian is best in an environment where he is challenged with seemingly impossible projects and expectations; leading individuals and teams through uncharted territory, and where the pressure is on to produce results quickly and creatively. One of his talents is to create opportunities out of “nothing”, therefore, the more he is involved at the front end of the client’s relationship, the more successful he and your team will be.

Character PORTRAIT OF THE FIELD MARSHAL (eNTj)

Strategic Organising & Planning With strategic analysis and definition, it is marshalling or situational organizing that reaches the highest development in Fieldmarshals. As this role is practiced, the second suit of the Fieldmarshal's intellect is devising plans.

Strength & Direction Any kind of strategic exercise with a Fieldmarshal involved tends to bring added strength to the organisation. With the organising capabilities of a Fieldmarshal they tend to take up a directive role in exchanges and have little, if any, desire to inform others.

Leadership Hardly more than two percent of the total population, Fieldmarshals lead others and take command of groups. Fieldmarshals have a strong natural urge to give structure and direction wherever they are, to harness people in the field and to direct them to achieve goals. They resemble Supervisors in their tendency to establish plans for a task, enterprise or organisation, but Fieldmarshals search more for policy and goals than for regulations and procedures.

Vision Fieldmarshals build organisations and implement their goals. When in charge of an organisation, Fieldmarshals more than any other type, visualise where the organisation is going.

Skills Their organisational and coordinating skills tend to be highly developed, which means that they are likely to be good at systematising, ordering priorities, generalising, summarising, at marshalling evidence and at demonstrating their ideas. To help analyse the Fieldmarshal may turn to an Inventor or Architect to provide this kind of input.

Responsibility Fieldmarshals usually rise to positions of responsibility. They are tireless in their devotion to their jobs and can easily block out other areas of life for the sake of their work. Superb administrators Fieldmarshals organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range objectives well in mind.

Goals For Fieldmarshals, there must always be a goal-directed reason for doing anything and people's feelings usually are not sufficient reason. They prefer decisions to be based on impersonal data, want to work from well thought-out plans, like to use engineered operations and they expect others to follow suit. They are ever intent on reducing bureaucratic red tape, task redundancy, aimless confusion and are willing to dismiss those who cannot get with the program and increase their efficiency. Although Fieldmarshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing goals. Fieldmarshals root out and reject ineffectiveness and inefficiency and are impatient with repetition of error.

Other Activities Ian has been a Workshop Facilitator & Examination Marker in the Strategic Business Management, Management Accounting & Analysis and Foundations modules of the Institute of Chartered Accountant’s CA Program and has been an Independent Assessment Panelist for The Triton Foundation in assessing and advising on invention commercial and technical feasibilities. Cricket Australia Representative Cricket Coach (QCA) with UQCC, BBC & WSJCC. Football Australia Coach Senior Licence with University, Bardon LaTrobe, Kenmore and BN&DJS Academy. Futsal Coach for West Brisbane Representative Teams.