Brett Hooker

As Chief Operating Officer, I am a member of the executive team responsible for architecting and implementing the operational strategies that drive RecordPoint's growth and efficiency. I will own all key operational KPIs, fostering a culture of predictability, excellence, and continuous improvement across the organisation. I will lead the onboarding and Customer Success teams.

Through Bandicoot Advisory, I provide Mentoring, Research, Due Diligence, and Advice to Boards, Founders, and CEO's of growing businesses with a focus on software technology. It has been awesome to watch colleagues tap into Enterprise Software and new AI technologies to grow their business as a result of our conversations around opportunities. Take for example Zone RV, who is a successful growing Premium Caravan Manufacturer that needed to light up their digital strategy to help them drive customer experience, margin growth, and national/international expansion. I have been able to guide them through taking advantage of integrated enterprise grade SaaS technology and Generative AI tools to take their business to another level. As a software executive I know there is much more we can achieve. I look forward to helping others on this journey.

Engaged to lead the digital and operational transformation of a high-growth premium manufacturing business. Initially appointed as a strategic advisor, I transitioned into the CEO role to drive scale, profitability, governance, and cross-functional alignment. Rebuilt leadership, modernised systems, and delivered measurable improvements across commercial performance, financial control, and operational visibility. Key Achievements: - Digital Transformation: Delivered a fully integrated SaaS-based customer journey (HubSpot, Trello, MYOB Acumatica, Xero), increasing sales rep efficiency by 5x and enabling real-time funnel visibility across marketing, sales, and service. - Operational Strategy: Established strategic planning cadence, formal budgeting, executive reporting, and performance dashboards to drive clarity and predictability. - Commercial Growth: Led pricing and product strategy changes, increasing average deal size by 12% and delivering 16% YoY revenue growth over two consecutive years. FY25 sales forecasted to exceed $90M. - Finance Maturity: Stabilised the finance team, implemented internal controls, and delivered the first post–$50M turnover audit. Embedded monthly board reporting and long-range planning. - Governance: Formalised board structure and meeting cadence to provide strategic oversight and shareholder transparency. - Process & Change: Standardised operational processes and implemented scalable change management protocols. Business now has visibility into both delivery performance and continuous improvement progress. - Leadership: Rebuilt executive team structure and introduced cross-functional operating rhythms to align manufacturing, finance, sales, and CX around shared goals.

Reporting directly to the CEO, and part of the Senior Leadership Team, this role had five direct reports (and up to 50 project team members) and was responsible for delivering future products and architectures for the company. Key responsibilities included strategic planning, software project delivery, management and board reporting, divisional financial management, company level software reviews, team building and retention, technical due diligence for acquisitions, and executive level R&D evangelism.

Reporting to the Operating Officer for Products and Solutions, and member of the R&D Executive Group reporting to the Chairman and Founder, this role had twelve direct reports (and 320 team members) and was responsible for research and development of TechnologyOne's suite of enterprise software – with a particular focus on delivering the next evolution of the entire product suite. Key responsibilities included full product portfolio management, software project delivery, management and board reporting, divisional financial management, company and product level software reviews, team building and retention, offshore development management, process improvement, change management, technical due diligence for acquisitions, and executive level R&D evangelism.

Reporting to the Operating Officer for R&D, and member of the R&D Executive Group reporting to the Chairman and Founder, this role had six direct reports (and 120 team members) and was responsible for cloud-enabling TechnologyOne's suite of business software solutions. Key responsibilities included product portfolio management, software project delivery, management reporting, product level financial management, product level software reviews, team building and retention, process improvement, change management, and technical due diligence for acquisitions.

Reporting to the General Manager for the Property and Rating Product, this role had six direct reports (and 24 team members) and was responsible for development, support and maintenance of the company’s local government operational systems product suite. Key responsibilities included product management, software project delivery, management reporting, product level financial management, product level software reviews, and team building and retention.

The businesses were focussed on packaging, integrating and running an open source content management system with an open source CRM to deliver a SaaS based online digital customer engagement experience for SME’s.

Reporting to the Senior Vice President for Applications Development, this role had eight direct reports (and up to 200 team members) and was responsible for research and development of a subset of products within Oracle’s eBusiness Suite - including Desktop Integration, Business Intelligence, Financial Reporting Suite, and CRM. Key responsibilities included product portfolio management, software project delivery, management reporting, product level financial management, product level software reviews, team building and retention, change management, product level R&D evangelism.