BSc Chemistry BCom – Accounting, Chartered Member of IOD, Former member of NZICA.
I currently act as a business adviser / part time CFO to a number of SME’s, where I work to enhance governance oversight, risk management, financial reporting, understanding, and forecasting. Invariably this starts with chaperoning customers through a refinancing so they have the right banking facilities for their needs. It then extends to communicating their journey, and overseeing regular reporting to the Bank.
In my 30 year career I have had frontline and senior roles at BNZ, NAB London, and at ANZ managing Institutional workouts, then running a $2.5b Agri- Corporate Portfolio.
I have worked through multiple recessions, restructured many businesses, managed relationships, led merger and acquisition deal teams, originated, structured, negotiated, documented, syndicated and executed complex transactions for the general corporate sector, property and the agribusiness sector.
As a strong lateral thinker and problem solver who has worked both inside and outside the Bank my role is to bring independence, commercial acumen, and the knowhow to balance the David versus Golliath battle. This starts with making sure the customer has his/her “ducks in a row “and can communicate their story. It then moves to negotiating the right conditions, headroom and covenants to ensure we meet the Bank’s requirements and you are getting the right deal.
Tightly set covenants can trap the business if there is change. Growth can eat working capital and cashflow. Other factors can be just as, if not more important than price, particularly if you encounter tough uncertain times as Covid has brought us. It's hard to put a tangible value on having headroom or spare capacity in your limits and facility conditions. Having such liquidity buffers, as undrawn lines or spare overdraft capacity can protect you from defaulting on the banks' terms and conditions. This could be worth much more than any savings you might make by negotiating a rock bottom price.
Managing Director of Bagrie Economics and was formerly Chief Economist of ANZ New Zealand
Cameron is a Director of Chaperon and shareholder.
Cameron is also the Managing Director of Bagrie Economics and was formerly Chief Economist of ANZ New Zealand.
In his capacity as ANZ's Chief Economist Cameron gained extensive experience dealing with senior leaders and engaging with boards on economic developments and helping businesses meet their goals.
He is a regular commentator in the media.
Cameron brings an "economic" and "data" lens to Chaperon on issues such as bank funding costs and market conditions.
He has 18 years' experience in the banking industry and has also worked at the NZ Treasury advising various Ministers of Finance.
He is known as a straighter shooter and has a real passion for improving financial literacy across New Zealand and especially for kids, who he sees as the business owners of tomorrow.
BCom Economics Marketing Post Graduate Diploma in Finance
Stan has over 30 years in the finance industry in the areas of corporate lending and funds management.
Before joining Chaperon, Stan held the role of Client Director, ASB Corporate Bank based in Wellington.
Stan’s team were responsible for origination, structuring, executing and portfolio management for all forms of debt products including corporate lending, leverage, and acquisition finance.
Prior to ASB, Stan was a Senior Equities Portfolio Manager for AMP Capital focused on valuing companies and creating valuefor his clients.
Stan has also worked for various other Banks including Morgan Stanley in London where the focus was on tradable debt products.
Stan brings a strong analytical and business model focus to Chaperon and has a strong desire to help companies make better business decisions.