Aleksandra Todorovic

Budgeting Transformation – Mining Operations
Aleksandra Todorovic led the successful transition of Financial Planning and Analysis at Fortescue Mining after the cessation of its contract with Thiess. Identifying critical gaps in operational cost understanding, she uncovered significant budget inaccuracies that had hindered strategic decision-making. Over 18 months, Aleksandra drove the creation of a two-year rolling forecast and budget for a $260 million operation, achieving an impressive 96% forecasting accuracy. She worked closely with operational leaders to pinpoint key cost drivers, improving financial clarity and enabling more informed decisions. Additionally, she developed and delivered training to enhance financial literacy within the operations team, empowering them to implement cost reduction strategies and drive greater efficiency.

Implementation of Operational Data into ERP System
Aleksandra Todorovic led a key project to integrate operational data from the mining fleet management system into Anaplan, the financial reporting system, to create a single source of truth for operational metrics. This initiative replaced a manual, Excel-based process that suffered from data quality and governance issues, and required close collaboration across integrated planning, finance, and operations teams. Over six months, she transformed multiple spreadsheets into a unified data framework within the ERP system, enabling all sites to develop consistent, zero-based operational budgets. The integration greatly improved data visibility and quality, driving a 10% cost reduction across multiple sites by enhancing operational performance and enabling more informed decision-making

Project Lead $200M Cost Saving Initiative Program
As the Project Lead for a $200M cost-saving initiative at Fortescue Metals Group (FMG), Aleksandra Todorovic conducted a comprehensive assessment of key mining operations, focusing on mine planning, maintenance, shutdown schedules, headcount, and organisational structure. She identified inefficiencies and opportunities for improvement, driving operational excellence across the business.Through collaboration with cross-functional teams, Aleksandra optimized resource allocation, enhanced equipment reliability, and aligned staffing levels with operational needs. The initiative prioritized both immediate cost reductions and long-term sustainable practices, supporting FMG’s environmental goals. Key performance indicators (KPIs) were established to track progress and adjust strategies, helping to meet cost-saving targets and fostering a culture of continuous improvement.