Narelle Beattie, CFO and Director of Corporate Services and Governance at Taronga Zoo, discusses the zoo’s digital transformation journey, highlighting the integration of SAP S/4HANA Cloud to streamline operations and bolster conservation initiatives.

In a recent interview with Peter Hind, Principal Research Analyst at ADAPT, Narelle Beattie, CFO and Director of Corporate Services and Governance at Taronga Conservation Society Australia, shared insights into the organisation’s digital transformation journey.

Taronga, which operates Taronga Zoo in Sydney and Taronga Western Plains Zoo in Dubbo, is a self-funded entity under the New South Wales government, generating over 90% of its revenue through admissions and on-site activities.

 

Modernising diverse operations with a skilled workforce

Narelle highlighted the complexity of Taronga’s operations, which include zoological care, conservation, guest services, and commercial activities such as accommodations and function centres.

This diversity requires a wide-ranging workforce—veterinarians, scientists, guest experience officers, and commercial staff—all contributing to the organisation’s multifaceted mission.

To modernise its operations, Taronga transitioned from an outdated on-premise SAP system to SAP S/4HANA Cloud, enhancing enterprise resource planning (ERP) capabilities.

Adequate resourcing was critical, with internal experts assigned and backfilled to ensure continuity. The project was supported by SAP and included collaboration with programmers based in India.

As CFOs increasingly take the lead in technology decisions—a responsibility that has grown by 29% over the past 12 months—Narelle’s strategic oversight ensured the successful alignment of technology with Taronga’s diverse operational needs.

 

Transforming processes with change management and cloud efficiency

Decentralising purchase order processing to business areas was a critical step in Taronga’s transformation.

Despite initial resistance, comprehensive training and executive support ensured adoption.

Moving to a cloud-based ERP introduced continuous updates, improving system security, operational efficiency, and real-time data access.

This shift required the finance team to adapt to regular enhancements and testing, resulting in streamlined processes and improved decision-making capabilities.

 

Building resilience and strategic focus with advanced analytics

Narelle recounted a lion escape incident that highlighted the importance of robust emergency response plans and financial agility.

The upgraded ERP system enabled swift resource reallocation and effective crisis management.

Reflecting on the transformation journey, she pointed the value of preparation, resourcing, and stakeholder engagement.

With SAP Analytics Cloud, Taronga has significantly reduced monthly management reporting preparation time by 50% and improved visibility into financial and operational metrics.

These improvements reflect broader trends, with 61% of 86 CFOs surveyed by ADAPT in November 2024 rating their finance teams as effective in delivering traditional competencies like financial planning and forecasting for 2025.

This strong foundation allows organisations like Taronga to advance strategic initiatives and long-term conservation programs.

 

Key takeaways:

  • Comprehensive change management: Engaging stakeholders at all levels and providing thorough training are essential for successful system implementations.
  • Adequate resourcing: Allocating dedicated internal resources and backfilling positions ensures continuity during major projects.
  • Embracing cloud technology: Transitioning to cloud-based systems offers continuous updates, enhanced security, and real-time data access, supporting better decision-making.
  • Financial agility: Modern ERP systems enable swift resource reallocation and informed financial decisions during unforeseen events.
  • Data-driven decision-making: Leveraging advanced analytics tools facilitates strategic planning and operational efficiency, contributing to the organization’s mission and goals.
Contributors
Narelle Beattie CFO at Taronga Zoo
Narelle Beattie serves as Divisional Director, Corporate Services & Governance for Taronga Conservation Society Australia, bringing extensive financial management experience to her... More

Narelle Beattie serves as Divisional Director, Corporate Services & Governance for Taronga Conservation Society Australia, bringing extensive financial management experience to her role.  

Since joining the not-for-profit organisation in 2015, Narelle has made significant contributions during a period of growth for Taronga and leads a complex portfolio which includes Finance, Procurement, Governance, IT and Capital Programs. This key role supports Taronga’s commitment to wildlife conservation, research and education by ensuring strong financial management, efficient operations and effective governance frameworks.  

Prior to joining Taronga, Narelle was Chief Operating Officer at Opera Australia and continues to be a strong supporter of Music and the Arts, serving as non-executive director on two performing arts boards. As a true Sydney Swans AFL fan, red and white are her favourite colours.’ 

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Peter Hind Principal Research Analyst at ADAPT
One of the ICT industry’s foremost analysts and commentators, Peter Hind has spent over 25 years advising and talking on topics across... More

One of the ICT industry’s foremost analysts and commentators, Peter Hind has spent over 25 years advising and talking on topics across the technology industry. His primary areas of interest are the potential of technology to transform the way organisations operate, the change management obstacles executives encounter in realising this potential, as well as the tactics and techniques leaders have deployed to overcome these difficulties.​

With roles across IDC, Unisys, NCR, Sigma Data, and others, Peter now takes on multiple roles within ADAPT including the moderation of private events and roundtables, interviewing business executives about the strategies they are pursuing and assisting with the structuring of delegate surveys.​

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