INTHEBLACK October 2021 - Magazine - Page 32
MEMBER PROFILE
// T H E S T R AT E G I S T
Right: Andrew Raworth CPA
(third from right) with the
Rohling International team.
Raworth can help them streamline the process to access
the numbers in two or three days instead.
Together, he and the business might look into the
debtor management processes, including the number
of debtors and the size and efficiency of the accounts
receivable team.
Often at the root of problems is the quality of the
organisation’s data. For a lot of his clients, Raworth says,
the reason why the business might be having high debt is
the absence of “that one source of truth of information on
your clients” that helps manage debts.
THE ROOT OF THE PROBLEM
Fixing the underlying problems often involves going
right to the beginning of the process – onboarding aged
care residents when they enter the system. Raworth likes
to think about an aged care business’s processes in two
distinct ways, as an employee journey, of course, but also
as a client journey.
Raworth analyses the process of a resident’s arrival,
their stay and then their departure from an aged care
facility, and looks at the processes that support each stage.
He explains that this puts the client at the heart of the
process and “really makes the client and the resident’s
family have a great experience”.
32 ITB October 2021
Only after carefully mapping the processes and
identifying ways they can be improved from the client’s
point of view does Raworth move on to the supporting
IT and business systems.
“A lot of companies will think purchasing the best IT
software will solve their problems. No, it won’t,” he says.
“Sometimes it can lead to a very poor investment
if you haven’t worked out what your as-is business
processes are and then what your target-state business
processes are.”
STEEP LEARNING CURVES
Before joining Rohling International in April 2019,
Raworth spent more than a decade at Regis Aged Care,
an ASX-listed aged care provider. He joined the company
as a business analyst, but his responsibilities grew with
the business, which went from managing 18 aged care
facilities to more than 65.
Before he left Regis, Raworth was corporate finance
manager, with a team of about 25. He was also heading
up the national funding management processes and
enterprise resource planning systems, which led to some
project management work and, effectively, overseeing
the implementation of funding legislation changes over
his tenure.