CURRICULUM VITAE

Family Name Markesich

First Name (Preferred) Antonio (Tony)

Date of Birth 7 OCT 1960

Address Melbourne, Australia

Email Address

Phone

Tony.markesich@gmail.com

+61 03 9745 2360 Home

+61 (0)466 653 342 Mobile

Education

1984 Bachelor of Commerce; Deakin University, Geelong Victoria

1988 Post Graduate Diploma of Business (Accounting) Tax Specialisation; Victoria University; Melbourne

2001 Strategic Leadership Program; University of Western Sydney

Language skills English, Italian

Interests Sports: administration, coaching (basketball), sports viewing,

Gardening/landscaping, drawing, reading

Membership of professional bodies

CPA Australia

Other Skills Computer literate Project management and team leadership Well versed in multinational attitudes and business environments

Strong management and interpersonal skills set

Present Position Executive Level Officer : the Australian Taxation Office

Years of working experience

34 years

Technical experience (International, private industry and government)

International project work as a senior expert in conflict country (Afghanistan) dealing with unique cultural environments

Design of end-to-end tax compliance system for large and medium taxation offices designed to improve revenue generation

The following outcomes were achieved to this end:

1. Preparation of national environmental scan

2. Development of Risk Register for large and medium taxation offices3. Formation of data repository for the application of risk based compliance

management tools.4. Once the data repository was completed, I developed and applied

targeted and tailored strategic financial analysis techniques to identify tax gaps across the population.

5. Operational and strategic compliance plan for large and medium taxation offices aimed at segmental, industry and case levels.

6. Design and progression of implementing the operational compliance plan7. Identifying and enhancing capability needs through the development of

training tools and techniques. This involved working with the HR area and submitting a Training program for auditors across the large and middle taxation offices.

8. The compliance plan incorporated the design of accountability, governance and transparency processes as standard risk management systems. This was essential given the cultural issues that continue to be prevalent in Afghanistan.

9. Stakeholder consultation as a key step towards approval and implementation of strategies, plans and implementation initiatives.

Technical experience across private enterprise area

Accounts manager Design of business systems and reporting structures Business finance plans for valuation purposes Reporting of financial position Development and implementation of governance and transparency

systems. These are still used in the corporation to this day. Stakeholder consultation with:

- shareholders- the executive and general board- clients- government and other jurisdictional and regulatory departments- personnel- Investors and bank and equity finance stakeholders.

Technical experience in the Australian Taxation Office

1. Compliance Practice Manager for two large market operational sites across the ATO (Adelaide and Melbourne branch)

2. Project manager for various corporate strategic reviews:- Improving audit and risk review practices as the project manager

for Business Improvement Project 3. (PG&I initiative)- Project managing the Advance Compliance Agreement Strategic

Review (Cross line initiative)3. General leadership of case management teams, strategic and operational

initiatives, project management, operational business line and international development project work.

4. Compliance Assurance Manager of the Energy and Resources Business Line

– Development of Energy and Resources compliance plan– Project managed national Compliance Program for PRRT

– Business operations manager (Energy and Resources Business)5. Small & Medium Enterprises

– Risk Director for nine separate risk areas– Director for new and emerging risks– National SM&E Technical Newsletter– Development of technical environmental scan

6. Compliance Team leader for large multi-national taxpayers (on numerous occasions over a 20+ year career dealing with multi-national taxpayers

7. Change agent for innovation and improved process design8. Improving internal capabilities. This has involved scripting many technical

specific and compliance procedural manuals, including the recent updates of the PG&I Compliance End-to-End Compliance training tool as well as designing and implementing various technical and leadership initiatives to enhance and align staff capability to site and national compliance plans.

9. Compliance presentations to senior overseas taxation delegates from foreign governments

10. Performance evaluation projects11. Tax auditing experience as case officer, manager and tax compliance

project leader across income tax and Petroleum Rent Resource Rent tax12. Tax technical experience from 34 year career in the ATO13. Management of change initiatives14. Developed and implemented capacity building solutions

Awards ATO Business Line Innovation Award British Civilian Service Medallion (Afghanistan). The medal is awarded to

recognise service by civilians involved in the transition to democracy in Afghanistan. The medal is Britain’s highest decorated award outside the military service.

Country Experience Kabul, Afghanistan (3 initiatives)

Professional Experience CPA Australia

Professional Experience: Overseas Dates Country and Contracting

organisation

June 2012–July 2013

(three separate short term assignments)

Country Government Donor Contracting company Client

Kabul, Afghanistan UK Department of Foreign International Development (DFID) Adam Smith International Ministry of Finance, Afghanistan Revenue Department (ARD)

June 2012 – August 2012 (International Taxation Advisor : short term assignment)Development of an end-to-end compliance assurance strategy for the ARD:

Design of risk based compliance assurance strategy to form the foundation for business planning and workload development in all compliance functions. The compliance strategy is based on OECD principals and models utilised in other developing countries but tailored to the unique situation in Afghanistan.

Outputs:1. Taxation environmental scan2. Reviewed and reported on prior years compliance outcomes including tax gap analysis3. Produced a risk register for the Large and Medium Taxation Offices4. Produced financial analysis report providing sectorial benchmarks using financial analysis techniques.5. Developed compliance strategy for the Afghanistan Revenue Department (ARD) that incorporates the Large, Middle and Small Taxation Offices.6. Development and alignment of Taxation strategies for the nation’s 34 provinces7. Produced a priority statement listing prioritised risks for the Large, Middle and Small Taxation Offices

January 2013 – February 2013 (short term assignment)Development of Operational Compliance Plans for the Large and Medium Taxpayer markets for the ARD

Designed and developed a comprehensive risk based compliance program for the Large and Medium offices and the nations Provincial centres using the principals of the Cooperative Compliance Model and Risk Differentiation Framework, underpinned by the four Pillars of Compliance strategies. The program was specifically tailored to the unique circumstances of Afghanistan.

My work involved the development, progressed implementation and final communication of the Large and Middle Office plans to the Ministry of Finance and ultimately the large and middle markets. The plan contained a comprehensive framework aimed at strategic, operational and case level

implementation specific to the Large and Medium Taxation Offices.

Outcomes:1. Development of appropriate tax data base/repository for the application of various technical tools.2. Development of risk based targeted compliance targets by applying financial analysis techniques targeting audits at sectorial and case level across

the Kabul and selected provincial markets. Tax gap analysis of the Large and Middle markets was developed at the sectorial and case level.3. Strategies for the implementation of the compliance plan. This was achieved using tailored Risk Differentiation Framework techniques. The basic

pillars of any effective compliance strategy were incorporated into the implementation plan. (Registration, lodgement, debt management, and revenue performance strategies that covered real time compliance assurance programs).

4. Capacity building in the audit and greater compliance area. This included training for existing and new staff. The initiatives included:i. Developed several champions to facilitate knowledge transfer. This included 17 Provincial National Consultants.

ii. Provided extensive formal training to approximately 80 Large Taxation Office auditors and Case Managersiii. Mentored and trained Senior Middle Taxpayer Office management officers (includes Senior Administration management, Audit Heads,

Directors and Senior taxation officers)April 2013 – July 2013 (short term assignment)Development of a Compliance Implementation Plan for the Large and Medium Offices of the ARD

Implemented the annual Risk Based Compliance Plan that included a training program for Large and Medium Taxation Office auditors.

Assisted in conducting any specific training required for the selected taxpayer audits.

1. Implementation of the approved audit program that included leveraged compliance approaches and targeting of cases in accordance with those risk ranked in the Risk Differentiation Model

2. Development of risk guides for auditors articulating tax performance, highlighting risk factors and tailoring audit approaches.3. Creation of “Champions” or experts along the lines of the “train the trainer” concept.4. Case team training based on individual and sectorial risks.5. Training Senior tax personnel at the Large and Medium Taxation Officers6. Development and recommendation of further training programs combining classroom and tacit style case level mentoring techniques to progress

capacity building in the ARD.7. Enforcement activities aimed at specific sectors.

Professional Experience: ATO

Dates Position Held Description

Nov 2015 – present

Compliance Practice (Operations) Manager for the Adelaide and Moonee Ponds Branches of the ATO

Compliance Capability Manager for Moonee Ponds Branch of the ATO and member of the National (Large Office) Capability Working Party.

Systems design, development and management of compliance management systems to create Operational Compliance Plans and strategies for two Large Office Branches of the ATO.

Development of compliance reporting systems aligned with national reporting framework. This includes active participation in the design and maintenance of those reporting systems.

Site representative for the countries Compliance Operations Management Committee

Staff capability development in alignment of Site and National corporate compliance deliverables

Mar 14-Nov 15 ATO Project Manager : Key Taxpayer Engagement Strategy

In co-design with the Corporate Taxpayers Association of Australia and the Large Business Liaison Group (the LBLG is one of eight stewardship committees that form peak consultation stakeholder consultation with the ATO) and adopting the OECD principles, the project team designed and developed a framework for a risk based tailored engagement strategy for Key Taxpayers in the Large Market. This is now used as the model for engaging in all compliance matters with Large Taxpayers across the ATO.

April 2013 – March 2014

ATO: Public Groups & International Business Line (PG&I)

Project Manager : Advance Compliance Agreement (ACA)

(Change management)

Project managed (National) an internal review to evaluate the effectiveness of Advance Compliance Agreements (compliance tool for the largest taxpayers in the nation) and their place in the Australian large taxpayer market. The review involved multi-level applications across income tax, GST, Excise, Fringe Benefits Tax, Petroleum Resource Rent Tax and Resource Rent Tax.

The project recommended improvements to the real time compliance product as the ATO’s premier real time engagement tool.

April 2013-March 2014

ATO: Public Groups & International Business Line (Formerly called Large Business & International)

Project Manager: Improving Current Compliance Practices Business Improvement Program

(Change management)

Project managed improvements to the ATO’s “front end” compliance practices; namely post lodgement programs that include audit and risk reviews. The project delivered recommendations to reduce cycle times by creating operational and strategic efficiencies in the areas of:

− Active case management− Improvements to gathering information, communication and coordination− Improved decision making through the use of expertise and specialists− Engaging with the taxpayer− Risk management and case selection− Streamlining business processes− Monitoring and evaluating in terms of quality assurance

Aug 2012 – Oct 2012

Convenor and facilitator for Mongolian delegation of audit and risk management Department Heads.

Developed a 3 day conference covering:− Development of a risk based compliance program− Risk reviews and audits− Information gathering techniques− Technical issues relating to the mining industry (generic and specific)− Resource rent taxes – the Australian experience

Oct 2012 – Mar 2013

ATO: Public Groups & International Business Line

Compliance Assurance Practice(Training and Development)

Authored critical elements of ATO compliance program booklet for Large Business & International operating staff. Modules of the ATO LB&I End-to-End Compliance program included:− Information and Evidence Gathering in Audit (Chapter 8)− Audit Decision Making (Chapter 9)− Concluding an Audit (Chapter 10)

June 2010-July 2012

Large Business and International (LB&I)

Compliance team leader

Team leader of multifaceted team responsible of holistic compliance strategy for Australian based multinational mining corporation. Duties included coordination of multiple audits, risk reviews, real time assurance programs and other cross dimensional ATO operational initiatives. The casework predominantly dealt with the Mining and Petroleum industry.

2008-2010 Small Business Enterprise (SME) Director: Risk & Intelligence and

New & Emerging Risks in the SME market

- Risk and Intelligence- Risk Assessment- Change management

National SME Risk monitoring Manager for the following risk areas:− Financial Services & Private Equity− Corporate Taxation Losses− Consolidations: Legislative changes to compliance− Demergers− Share, Buybacks− Franking Account Balances− Research and Development− Property, and Building & Construction− Products involved the development of bi-annual reports for presentation to National

SME Risk Management Committee and monthly reports presented to the Risk Management Committee as standing agenda items.

− Complex New and Emerging Risk Manager. This involved the identification of new and emerging risks for the business line and reporting to a central Risk Management Committee panel. Outcomes/products included:

− Environmental risk scans− Impact study of how the Global Financial Crisis affects the Business Line− Projected impact report on the effect of unused SME losses on the immediate future of

the Business Line using Net Present Value calculations− Monthly SME Risk Intelligence Newsletters− Compliance case reviewer as National Case Assessment Team (NCAT) member. I sat on

a national panel providing advice and final signoff over complex issues and cases in the S&ME $100-250m population range

July 2007-June 2008

Private Enterprise

Biocentral Laboratories P/L: Manager Group Finance & Commercial

Duties involved group accounts, preparation of finance business plans and valuation of corporate businesses. Outcomes:

Redesign of accounts & Creation of Business Cost Centre’s

Development

- Accounts Manager- Business System and

Reporting design- Business Valuation

Design of reporting structures into a Management Reporting Model Creation of Debtors Control systems linked to reporting models Delivery of Financial Statements. This included the production of a monthly one page

“Snapshot” portal highlighting the health of the organisation. Production of various business line and corporate expansion funding initiatives. This

involved the preparation of projected economic business models aimed at placing valuations on various business lines and the business as a whole.

Office management. Includes processes and procedure development Project-Managing internal due diligence processes. Production of a monthly internal Board Newsletter

2004-2007 Energy & Resources (Sub segment Business Line) Compliance Assurance & Risk Assessment Business Manager

Business Operations Manager (BOM):

- Change and Innovation agent

- Profiling and Risk Assessment

- Compliance Management systems

- Compliance Plan

Compliance Assurance Manager

Designed holistic risk based compliance management system to improve Energy and Resources Business Line capabilities. Outcomes include:

Profiling & Risk assessment products

Compliance management system and compliance plan

Compliance reporting plan

Integration with National compliance corporate model

A number of new products were created to deliver outstanding revenue performance and compliance coverage, resulting in an increase in resource allocation for the segment

Business Operations Manager

Managed the Energy & Resource Segment’s business operations. Responsibilities included:

Management reports highlighting emerging risks

Reports that articulated stocks and flows of casework

Plans to ensure resource management effectiveness.

2000-2004 ATO: Large Business & InternationalCompliance Assurance Project Team

- Change and innovation agent- Risk assessment- Business systems design- Risk based compliance

program- Training and development

I was selected in the 4-man Large Client Program Project Team to create and implement a more focused and targeted risk strategy for the LB&I market. I was responsible for translating the Client Risk Review methodology to all LB&I staff with the objective of creating a uniform risk assessment product. The processes and systems developed ensured LB&I staff risk assessed in a consistent and transparent manner. It also improved the quality of risk assessments.

My team worked collaboratively with Business Systems to design systemic risk identification process based on various algorithmic formulae (of tax return and schedule data) and factoring in past compliance experience with the office.

The message was communicated at many different levels and during many phases whilst developing the new uniform risk process. To this end I “toured” every ATO site (several times) lecturing and tutoring staff on the new processes. I have also delivered numerous presentations on the ATO’s risk and compliance processes to a large number of organisations. Some of these include:– The Corporate Taxpayers Association of Australia (CTA).– South African Revenue Service– Papua New Guinea Taxation Office– Petroleum Conference– US Inland Revenue– National Tax Equivalent Regime. (NTER). The NTER represents government utilities in

each Australian and Territory Treasury department. My presentation outlined how a compliance program would apply to State and Territory run organisation’s based on the Federal Tax system.

1998-2000 ATO: Compliance Project Manager and Lead : Petroleum Resource Rent Tax

- Environmental Scan

Development of a compliance strategy, operational compliance plans and implementation approaches for taxpayers that form part of the Petroleum Resource Rent Tax regime. (covers offshore petroleum exploration and development)

Outcomes included:

- Risk Profile

- Risk Assessment

- Compliance management

- Skilling, Training and Development

– Development of environmental scan across the industry– Risk profiling all industry participants– Risk assessment of all players– Development of industry compliance plan.– Development of individual case compliance plans– Design, development and implementation of PRRT skilling and training program for

auditors Australia-wide– Implementation and delivery of national audit campaign

– The initiative was completed within 2 years, achieved significant voluntary disclosures and audit adjustments, uncovered and raised contentious technical issues and established a Compliance Assurance presence in the industry.

1987-1999 ATO: AUDITOR: COMPLEX STRUCTURES

Audited large corporate groups. I was exposed to a diverse range of technical issues and gained a solid grounding of commercial enterprises and business systems. As a senior officer I was involved in leading audit teams and mentoring junior staff.

1983-1987 ATO: Assessing and introductory audit

Developed a solid technical and procedural grounding across many operational areas that included general tax assessing, trusts and the business audit area.