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The JNW Team

JNW is in a growth phase. As such it is active in the market identifying talent which meet our professional standards, experience and skill criteria. Whilst we anticipate our employee numbers to grow, we have assembled a strong, highly specialised team built around industry specialisation that has a proven record on delivering quality outcomes. A brief curriculum vitae of each key member of our delivery team is provided below.

Jeff Webb

Managing Director

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Jeff is a Chartered Accountant with over 30 years’ experience (12 with the Big 4), who specialises in governance, risk and assurance. As the Managing Director of JNW, he provides Boards, Audit Committees and Executive with risk insights, controls assurance and business governance confidence.  He leads JNW’s service delivery, is hands on, passionate and prides himself on quality, personalised, sustainable, value adding outcomes.

Jeff has assisted listed companies, councils, regulators, small business and elite sporting organisations with their corporate governance, risk management, procurement, contract and project management, strategy, business continuity, regulatory compliance, acquisitions and internal controls.

Through his experience on Audit Committees and industry engagements, he brings better practice insights and in-depth understanding of industry operations, their risks, opportunities and regulatory challenges to make an immediate impact on an entities strategic and operational direction.


  • Graduate Member of the Australian Institute of Company Directors
  • Fellow of the Institute of Chartered Accountants Australia & New Zealand (ICAANZ)
  • Fellow of the Institute of Internal Auditors
  • Certified Internal Auditor
  • Graduate Diploma (ICAANZ)
  • Bachelor of Business (Accounting)

Client Experiences

Jeff’s clients appreciate the experience, professionalism and personal delivery. As a trusted advisor, he invests time to build strong relationships with senior management, boards and audit committees.

Some of Jeff’s recent engagements have included:

Strategy/Internal Audit/Business Process Improvement Engagements

  • Ridley Corporation, work directly with the Audit & Risk Committee Chair and CEO, and provide strategic risk and controls advice. As the provider of their internal audit program, recently conducted a review of the quality assurance controls over finished goods, which provided transparency to the Board on quality standards at different manufacturing plants.
  • Hawthorn Football Club, conducted control reviews at their gaming and entertainment venues covering gaming, bar and accommodation. Also assessed controls over online sales and membership and the clubs financial controls. Reported findings provided the Finance & Risk Committee with a better understanding of the maturity of the controls framework.
  • Nexus Mutual, developed the Business Continuity Framework. This included creating a BIA risk assessment process, a call tree structure, roles and responsibility cards, incident management templates, scenario plans, communication program and team deactivation steps.
  • Australian and New Zealand College of Anaesthetists, conducted an environmental scan of the financial function, covering financial transaction processing activities, procedures, controls, reconciliations, reporting, roles and responsibilities, system capabilities and future delivery objectives. The outcome was a “Finance Stablisation Improvement Blueprint” roadmap that identified improvement initiatives, such as creating a vision, designing a fit for purpose staff structure, documenting key financial processes, assessing the risks, estimating the change costs, evaluating the financial reporting system and setting out the project timeline.
  • RMIT, developed a strategic Market Opportunities paper as part of the University’s VE Growth Strategy. This included providing a critical review and evaluation of opportunities in the offshore student sector. Outcomes resulted in an International Market Penetration Strategy.
  • Melbourne Cricket Club, managed a team that reviewed the venues point of sale cash handling procedures, pricing and financial reporting. Also provided IT governance advice with the implementation of a new membership system, assessed game day event threats and car park contract management. Insights lead to enhanced processes and more efficient systems.
  • Uecomm Ltd, reviewed strategic acquisitions, new technology platforms and designed and constructed financial models for the rollout of new products. The models included detailed assumptions on take up rates, services to be offered, operating costs and capital requirements, ARPU sensitivity analysis, capital costs and return on investment.
  • Industry Superannuation Property Trust, conducted regular commercial property audits including analysis of lease management, property services delivery, capital expenditure, budgeting and financial performance reporting across commercial, retail and industrial properties. Jeff’s assessment provided benchmarking across the portfolio, enabling consistent practices and process efficiencies to be shared.
  • Uecomm Ltd, United Energy Ltd, managed the data verification and due diligence process for the $1b listing on the ASX of Uecomm Ltd (now a part of Optus) and for the $920 million sale of Pulse Energy (retailer) to Shell and Woodside. Both transactions required strong project management with a heavy focus on relationships and formalising processes.
  • Hawthorn Football Club, reviewed the governance structures, including board and sub-committee charters. Presented to the HFC Board on “Elevating Governance”. One outcome was the clarification of responsibilities and obligations of the Integrity and Compliance Committee.
  • Manningham City Council, created a Procurement Improvement Implementation Roadmap that considered the governance framework, business rules, automation workflows, communication and training awareness. Importantly, developed a clear simple five steps process that ensures a controlled efficient approach to purchasing.
  • Department of Education and Early Childhood Development, conducted a business process review to redesign major processes. Results eliminated duplication, reduced silo inefficiencies, created consistent client focused systems and recommended that automation of manually intensive tasks.
  • Surf Coast Shire, provided advice throughout the $50 million development of the new precinct, including business case assumptions, execution capability, financial model, risk and project reporting. The project was successfully delivered on time and on budget.
  • Essential Services Commission, provided advice on local government and water regulatory frameworks, the VDO pricing model and annually audit the water businesses’ regulatory accounting statement for compliance with the act.
  • Hawthorn Football Club, conducted a fraud investigation that uncovered a significant control breakdown. Assisted in determining the remediation.
  • Frankston City Council, developed an improvement roadmap for Frankston City Council to implement a Customer Focused Service Planning & Costing framework. The service costing methodology provided vital operational cost intelligence to strategically position the Council to take advantage of different service delivery models.
  • Monash City Council & Plumbing Industry Commission (PIC) – independent Audit Committee member for six years. Was the Chair of the PIC’s for two years

Risk Management Engagements

  •  Ridley, Corporation, reviewed the risk framework, policies and systems and provided advice on how to develop a Risk Appetite Statement and proactive, strategic focused risk management frameworks that is centred on amplifying, demystifying and anticipating risks.
  • City of Melbourne, conducted an audit/health-check of the risk management framework. Improvement strategies have strengthened the understanding of those risks that may impact the achievement of the organisations strategic objectives.
  • Nexus Mutual, provided advice on how to strengthen the risk assessment process and updated the Risk Management Policy and Procedure to comply with Prudential Standard CPS 220.
    • Procurement Australsia, interviewed directors to create their first Risk Appetite Statement. This included determining risk categories and risk tolerance levels.
  • Telstra Ltd, project managed a large risk consulting engagement for Telstra. The project designed the risk operating model and the necessary transformation program to restructure the organisation into three Lines of Defence (LOD). This included assessing Telstra’s risk maturity, conducting an inventory of second LOD risk activities, developing a conceptual risk operating model, designing the Chief Risk Office (structure and resourcing) and establishing a risk transition roadmap. The outcomes from this work were approved by the Board and transformed the way Telstra manages risk going forward.