On assignment with Asset Reliability Inspections (Feb 24 - May 24)On contract with Vistra (May 24 - current)

Charged with leading the newly merged Assurance, Sustainability and Certifications businesses across Australia, New Zealand and Indonesia post the acquisition of SAI Global by Intertek. Mandates included integration the 2 business, realisation of cost and revenue synergies and accelerating growth. Accomplishments:✱ Responsible for managing direct $80m P&L delivering 20+% revenue growth through the expansion of new services and acceleration of Sustainability arm ✱ Restructured the region bringing the 2 organisations together✱ Introduced Program and Project governance frameworks into the global business lines to improve the speed and effectiveness of global integration activities ✱ Reorganised the sales and marketing teams to align to market opportunities in ESG and Sustainability, including the introduction of an innovation team

P&L responsibility for Australia, New Zealand and South East Asia delivering Auditing and Certification, Laboratories and Testing, Learning and Technical Advisory Services.Key Achievements:✱ Responsible for managing direct $80m P&L delivering profitable GP and EBITDA growth across portfolio.✱ Transformed operational back-office through moving non-customer facing work to SAI Global Poland Operations and implemented Operational Production Management platform and leadership program ✱ Restructured organization to align commercial and operational functions resulting in 5% / $1.3M customer retention improvement and 30%+ improvement in sales✱ Divested South Africa and New Zealand Test Laboratories to focus on core global services✱ Grew Health and Disability Services product line by 300%

P&L responsibility for Assurance Professional Services and Testing for APAC (Australia, New Zealand, China, Indonesia, Korea, Japan, Thailand & India). Led business operations, delivered high margin growth and improved operational delivery capability across back-office and professional services teams.Key Achievements:✱ Revenue and EBITDA increase of 5% (first year of growth in 4 years)✱ Built an operations KPI and Reporting framework improving overall customer delivery and ensuring consistency across different geographies ✱ Restructured a fragmented and inefficient Global Certification Product line to run centrally and delivered 3% growth on previous declining business ✱ Conducted strategic planning to uplift declining product lines✱ Delivered a zero incident scenario at the high-risk laboratory in NZ

Accountable for executing the CEO strategy to move from 4 separate portfolios to one operational unit whilst defining and improving operational KPIs and customer satisfaction. Responsible for day to day operations management across Product Certification, Audit Certification, Customer Services, Risk, Software Implementation & Legal Services. Key Achievements:✱ Managed $20M operational budget✱ Addressed prevalent issues of backlog in client servicing, reducing backlog 3000 emails to targeted 200 and work queue backlog from 400 to targeted 100. ✱ Bridged the divide between operations and sales teams; repaired negative culture, identified areas of concerns, formulated action plans, controlled attrition rate, kept track of and adhered to ambitious targets and turned the situation around within 12 months✱ Built operational KPI framework to align operational performance with expected financial returns✱ Led a successful transformation program across high risk business department enabling growth✱ Successful operational performance in Australia leading to role extended across 2 additional departments, and oversight of operations across Asia

Led implementation of Workforce Management program in leading Digital Marketing organisation. Accountable for implementation of operational data analytics tool, active management practices, forecasting while overseeing re-sizing operations. Training of senior management pertaining to operations management tasked with doubling operational output and increasing productivity and margins.Key Achievements:✱ Overachieved predetermined financial targets; achieved business volume of $1.8M against target of $1M.✱ Enabled customer to improve business operations; customer successfully outsourced operations on resized staffing, and additionally enforced new business partner to adopt management techniques implemented as part of program to maintain high performance.

Spearheaded multiple innovative initiatives to enhance operational efficiency and margin improvement. Implemented resource load balancing, forecasting, planning and reporting of quality compliance, errors and lost time. Worked directly with executive management to initiate, implement and drive the company's Operational Excellence Program.Key Achievements:✱ Increased productivity by 40%; delivered annualised savings of $15M✱ Reduced rework rates from 4% to 1.5% ✱ Increased efficiency from 42% to targeted 80%✱ Enhanced revenue by 300% through a comparatively smaller increment of 35% in resourcing

Established and led a new team of Business Analysts, Process Analysts & SME's responsible for the continuous improvement of national processes and systems. Developed engagement models between Operations Delivery and Operational Improvement Team, including the introduction of Six Sigma methodologies to ensure maximum value add for all team deliverables. A major contribution to the success of the Operations Initiatives Team was the development of a client on-boarding model to ensure all incoming business was designed, documented and delivered to ensure success, the result being the successful on-boarding of two of the major four banks mortgages services. ✱ Owner of National Processes and Process Change ✱ Owner of National Operating Systems ✱ Developed Client On-Boarding Model ✱ Developed Unit Cost Pricing Model ✱ Business Tender Responses ✱ Process design for new clients & acquisitions ✱ Process Strategy, Management & Design at an Organisational Level

Managed the NSW & ACT Operations made up of circa 80 FTE. Responsible for the day to day management of operations;✱ Ensuring SLA's were being met✱ Managing State Budget✱ Staff Management (Productivity Scorecards)✱ Re-structured business and teams to meet the requirements of the business✱ Client relationship management for key banking clients✱ Operational process improvement

Managed the Banking & Finance department of the Brisbane based operations across 20 FTE.