CSR Masonry & Insulation are manufacturers and marketers of premium energy efficient products and services, Monier roof tiles and PGH bricks with an annual turnover of $700M and net assets of $350m. The Group comprises 6 product portfolios across Australia and New Zealand: Energy Services, Edmonds, Bradford Glasswool, Construction Fabrics, Monier roof tiles and PGH bricks. Reporting directly to the Managing Director of CSR Limited, with full P&L responsibility and management of 20 manufacturing sites Australia wide, with 16 direct reports and approximately 1,100 employees and 600 contractors.Key achievements: • Successfully integrated 3 large CSR business forming Masonry & Insulation in 2020 • Achieved year on year EBIT growth of 10% despite flat market and revenue.• Introduced operational improvement initiatives, reducing reject rates by 10% in 12 months• Rapidly implemented a COVID response plan, including cash flow preservation measures, scenario and contingency planning and safety plan

Bradford Insulation is a supplier of Insulation, Ventilation and construction fabrics products which grew from $100m revenue in 2007 when I commenced as EGM to over $330m in 2019. In 2019 the Bradford Business was merged with Monier Roofing with combined annual total turnover ~$500m.Reporting to the CEO CSR Limited, responsibilities included full P&L and operational responsibility over 15 manufacturing plants, ~600 employees across Australia and New Zealand.Key achievements: • Grew the Bradford business from $100m in 2007 to over $330m in 2020, improving EBIT margins 3 fold.• Successfully merged Bradford Insulation with Monier Roofing portfolio to lead the new Energy and Roofing Portfolio. Strategic reset and restructure.• Led and mobilised a Project Steering committee to carry out 40,000 commercial and industrial site safety inspections, following the fallout from the collapse of the Federal Government Home Insulation Scheme in 2009• Successfully managed the integration of the newly acquired Edmonds Ventilation business with an annual turnover of $20M. • Developed, led and implemented a project execution plan for the construction of a $60M Glasswool factory in Brisbane • Led the acquisition of Martini Industries in 2013, diversifying the business further into internal commercial fit-outs, which now has an annual turnover of $50M+.

Promoted into a Senior Managerial role responsible for driving sales and customer service efficiencies throughout Australia and New Zealand. A team of 8 direct reports and 80 employees.Key achievements: • Delivered significant increase in market share, underpinned by a profit increase of 28% over the three-year period. • Increased profit margins by $700k by introducing freight and delivery charges previously not in place. This was an industry first initiative and has now become industry standard practice. • Established a National CSR Call Centre in Ingleburn, NSW, in order to improve the quality and quantity of sales activity.• Conducted full re-structure of entire sales force and delivered improvement initiatives. • Re aligned Account Managers and sales teams into specialist customer focus areas, increasing levels of service calls and heightening brand awareness. • Increased sales team workforce - facilitated a streamlined rotational staff training program in order to achieve consistent levels of product knowledge, an increase in sales and effective servicing of larger customers. • Introduced the Sales Success System (SSS), outlining call plans for key customers, ensuring improved levels of face to face contact. Resulted in increase of 20% market share for Glasswool. • Instigated, developed and implemented a quarterly performance-based sales initiative program. • Integrated newly acquired Edmonds business sales force into Bradford sales team.

Sent to Victoria to supervise and monitor the manufacturing facility and operations of the Rockwool business. Reporting directly to General Manager, I had full EBIT responsibilities including all marketing & sales. Key achievements: Conducted a full review of operations and prevented imminent closure of the facility through the implementation of improved process controls and management of resources. • Improved manufacturing operations, purchased new and improved equipment and machinery, increasing productivity. • Introduced cultural change initiatives through increased engagement with staff, addressed trade unions, resulting in significant reduction in overtime hours. • Identified a new market and launched superior acoustic product range “Soundscreen” to domestic market and retail clients including Bunnings. • Successfully renegotiated a new Enterprise Bargaining Agreement (EBA) with no lost time or strike action, a first for the site. • Effectively turned around factory bottom line from $1.3M loss to $0.3M profit, which prevented the closure of the facility for 10 years.