Pathways — Travis Wild, Bunzl
Summary
Travis Wild’s career has been shaped by continuous reinvention, moving across professional services, automotive and FMCG sectors, and consistently stepping into new industries to broaden his perspective and capability.
Starting at PwC, he built a strong technical foundation before transitioning into operational finance roles within manufacturing environments, where he developed a hands-on, commercially focused approach to leadership.
A defining theme throughout his journey is embracing challenge and change — taking on senior roles across complex, product-led businesses and using each transition as an opportunity to evolve both professionally and personally.
Now Finance Director at Bunzl Australasia, he operates within a large-scale distribution business, focusing on driving performance, navigating complexity and applying a diverse career lens to support growth across multiple sectors.
The art of reinvention
From PwC to joining the automotive industry, Travis has held senior roles in several challenging product–led manufacturing environments. Follow the journey of someone who reinvents himself in new industries.
Craig Gorton, Director of Atlas Partners, takes time to walk through the journey with Travis Wild, Finance Director at Bunzl. We discuss the journey and key learnings along the way.
Episode transcript
Craig: Can you walk me through your career to date, including the early days? And what would you say your foundational learnings were along the way?
Travis: Sure, thanks Craig.
I started my career with PwC in the Audit and Risk division, working across a range of industries. That early experience gave me a strong grounding in accounting standards, internal controls and stakeholder management.
I progressed through to Senior Manager before moving into industry with GM Holden. I initially took on a risk and controls role, before moving into finance control and then stepping into a Head of Finance role for Opel, the European arm.
From there, I moved into agriculture and dairy, which eventually led to CFO roles in those sectors, and now I’m with Bunzl, a large global distribution organisation.
There was a bit of a sliding doors moment after Opel. I had two opportunities — one in medical devices and one in agriculture. It was a genuine 50/50 decision. I had an interest in pharmaceuticals, but my network in agriculture ultimately led me down that path, which shaped the next phase of my career.
Craig: You mentioned moving into manufacturing industries like automotive and food. What attracted you to that space?
Travis: During my time at PwC, I worked across a range of industries, but I found myself most drawn to consumer and industrial businesses.
There’s something tangible about those environments — seeing products on shelves or driving past factories. I also developed a strong understanding of manufacturing accounting, which made the transition feel natural.
Joining Holden was particularly appealing — not just from a professional perspective, but also the pride and passion within the organisation. It was a great experience.
Craig: What’s your view on the future of the CFO role in product-led businesses?
Travis: Regardless of whether it’s manufacturing or distribution, the fundamentals remain the same.
Supporting top-line growth while maintaining margins is critical. There’s always a balance between driving revenue and managing cost pressures — particularly in the current inflationary environment.
In manufacturing specifically, factory utilisation is key. Keeping utilisation at optimal levels helps manage cost efficiency.
Overall, the challenge is improving productivity while maintaining strong cost control — and that’s only becoming more important.
Craig: What would you say are your top three lessons as a CFO?
Travis: Firstly, get the fundamentals right. If your financial records aren’t accurate, everything else falls apart.
Secondly, deeply understand the business. You need that understanding to drive meaningful improvement.
And thirdly, focus on the future. It’s more valuable to look forward than to dwell on the past. I often think of it as driving — it’s easier to move forward when you’re looking through the windscreen, not the rear-view mirror.
Also, seek to understand before being understood. Taking the time to learn the business properly allows you to add real value. I’ve seen people come in with preconceived ideas, and it rarely works.
Craig: Have you had any mentors who’ve influenced your career?
Travis: Absolutely. Mentors have come in many forms — PwC partners, clients and colleagues.
At PwC, I had some great partner mentors, one of whom I still catch up with regularly. We’ll have a coffee a couple of times a year and talk through what’s happening in our careers.
I also had a client mentor — a CFO I worked closely with on a large risk and controls project. He continued to support me even after I left PwC, offering advice as I moved into more senior roles.
Having someone to bounce ideas off and get a different perspective is incredibly valuable.
Craig: And finally, what advice would you give to future leaders?
Travis: One piece of advice that’s always stuck with me came from a retiring PwC partner.
He said: find something you’re good at and become the expert in it. Then, after a number of years, evolve and do the same in another area.
It’s about building depth, but also continuing to expand your skillset over time — whether that’s moving from technical accounting into commercial roles, and then into broader leadership.
Keep evolving, but make sure you’re known for something along the way.
Craig: And just to finish — what’s your favourite book?
Travis: A Short History of Nearly Everything by Bill Bryson.
It’s not a typical travel book, but it’s written in his style — very engaging and humorous. It explores the evolution of the universe and the stories behind major scientific discoveries.
It’s informative, but also very entertaining — which is what makes it such a great read.
Craig: Great choice. Travis, thanks so much for joining us.
Travis: Thanks, Craig.