• Club Assist APAC is an end-to-end outsourced services provider in the $100-200M revenue bracket servicing two main channels, (1) Private-label automotive battery supply chain and (2) Emergency roadside mechanical services. This includes supplier to fitment inhouse management of a dangerous goods supply chain, c.600 FTE employees and contractors, and the operation of c.200 vehicles and 150+ sites across Australia alone.• This role has fully autonomous responsibility for the development and execution of a customer-led strategy with outsourced services. Leading the business in a product, services and cultural transformation to set up Club Assist for the next phase of long-term significant revenue growth as the motor industry pivots towards electric and low emission vehicles• Reporting to a diverse board of directors, the CEO role has full accountability for all APAC operations, revenue and profit delivery. Sales and profit targets were sustainably exceeded in FY24 and record new customers acquired.• M&A experience leading analysis, purchase and sale decision making and successful execution

• Reporting to the Chief Executive Officer, the Executive General Manager of Sales & Operations role replaced the previous COO role and is fully accountable for end-to-end sales, service and costs through all aspects of client management, new business generation through new customers and channels, procurement, contract negotiation and delivery, international and national supply chain (with DCs in every state), inventory management, and direct to customer mechanical roadside service delivery• Accountability for developing and delivering the revenue growth plan, including the new channel and private label product introduction• Formulated and executed the Distribution Centre of Excellence model to deliver a business-wide cultural shift towards improving safety, efficiency and fit for future• Utilising data analysis and Power BI reporting to drive growth and cost efficiencies

Main Board Director for a long-standing joint venture delivering business process outsourcing (BPO) services for battery supply and emergency roadside member assistance for the AA New Zealand Motoring Club.

• Developed and implemented a replenishment transformation program by instigating a restructure of the buying and planning teams to move inventory execution into a central team. This allowed immediate positively influence over stock decisions, in the medium time the simple redistribution of resources to enable quicker replenishment system rollout, and long term it ensured replenishment was factored into strategic planning• New planning governance reduced inventory at cost from over $900m to under $500m in 18 months• Delivered a strategic space blueprint development and deployment of a resultant full store space relay in 50 stores within 6 months of instigation• Delivered over $12m of end-to-end cost savings in 2016 by replenishment changes and successful management of the exit of expensive and inefficient supply chain channels• Accountability for the successful selection of a replacement demand and fulfilment system along with a $10m annual IT investment spend across inventory, space, and stock integrity improvements projects

• Completing a full review and re-launch of the company strategic change program (‘Factory to Customer’) in collaboration with PwC within the first 10 weeks in role, before then leading one of the top 3 strategic change initiatives to deliver stock integrity phase one on time and under budget• Concurrently having direct line management responsibility for supply chain operations and planning, and the development and implementation team for a full warehouse management system across four distribution centres in six months• Implementation of carton level real time stock visibility Asia to store on 90% of volume (previously an assumed receipting model was employed at national purchase order level). This included aligned multiple system and process projects, the largest of which were introducing the Manhattan Warehouse Management System to our four Regional Distribution Centres (RDCs) in under 6 months• Multi-site delivery of the new stock receipting process across 300 stores in three months to enable the final step in the end-to-end stock integrity transformation

• Accountable for a deployment budget of $9.5m. Jointly accountable for achieving $66m additional sales and generating $28m additional profit, and requiring extensive stakeholder management at senior board director level• Successful leadership and development of multi-state field teams to deliver the fastest ordering process deployment to fleet, the first 'agile' deployment into store operations, and the first deployment of iPads and App based training into stores on time, on message, and under budgeted cost by over $300,000• Both programs referenced by our Managing Director as driving simplicity for stores in company strategy statements• Store Operations lead on all medium and long term supply chain projects (e.g. network development, innovative automated DC build & change, contingency management), including integrating fresh produce into the core chilled distribution centre in NSW without any break of service, or drop in service level to stores• Led a cross functional group to enable faster stock recovery reaction times, lower unproductive stock levels in stores, and more efficient product flow at lower cost. Delivered $8.5m in sales benefit at no additional end-to-end cost

• Replacing an embedded BCG consulting team, my team developed true step change initiatives that enabled multi-million dollar improvements in financial performance period on period, and A$20m improvements year-on-year. Deployment planning and management to 750 stores of differing operating complexities, through dedicated field teams based across every state in Australia• Identified a long-standing strategic process failure within financial reporting that had allowed DC errors to increase stock loss figures in stores without any accountability being placed with our supply chain teams (over $1m/month)• Completed a full ‘kinks in the pipe’ review of the supply chain network and DC operations for the Managing Director within 6 weeks, identifying key cost reduction and service improvements. This included full DC walks across all states formulating a short, medium and long term plan for optimisation with key early, simple successes to create engagement and front line buy-in• Then within 12 weeks I established a new team, developed a full project plan and fleet-wide DC training initiative to transform process and ways of working

• Step changed 'unproductive inventory' in stores to directly reduce the cost to operate in the short term. This also then enabled smaller back of house areas in the medium term, providing greater return on investment in the future, and the ability to add new business opportunities to the existing estate at minimum cost• Understanding the logic and levers in the replenishment and supply chain processes enabled the ability to coordinate changes upstream with the store operating model. This enabled store process changes in conjunction with trialling changes to replenishment and supply chain that collectively dramatically improved our inventory efficiency across all stores, dropping unproductive backstock by 75%• Halved the DC-to-store fulfilment lead time on long life fresh food deliveries, reducing costs through simplifying store process, delivery time and load size optimization, and concurrently increasing customer availability• Store process improvement through lean principles of task and equipment flow, and removing non-value added tasks (pioneering manufacturing learning). This was then adopted by several other Wal-Mart countries, including the USA• Three of the supply chain projects my team scoped and helped deliver were short listed for UK and European supply chain awards in 2010. Two winning IGD Food Industry Awards, the third was commended at the ECR Europe Awards

• Leading cross-functional teams that from took ASDA from minimal to 80%+ implementation of Retail Ready Packaging in just over 2 years (90%+ on food), delivering significant operational cost and availability improvements• My team delivered in excess of £30m of store operating cost reductions in 3 years and a 2% availability improvement

Developed new client and candidate relationships, including particular success at 'turning' clients who previously had a negative opinion of the company's service levels. Ability to influence a variety of individuals, ranging from new graduates to Senior Executive Directors of large PLCs, and requested to set-up the South Yorkshire office with two experienced consultants in January 2005. This involved formulating and executing plans to establish brand awareness in the area

Working within the Central Retail Operations team and accountable for implementing key availability processes across 265 stores, and continued improvement in chain availability through influencing head office departments, regional managers and stores. Responsibility for coaching all new regional process managers, with key focus on their ability to influence store managers and senior managers.Collaborating with our Supply Chain team, I challenged current methods of flowing product through the distribution network to ultimately improve store availability. Responsibility for liaising between distribution, retail and the trading floor, forging a close relationship with distribution operations which led to the role being given increased responsibility for day-to-day issue resolution.

Progressing through various store management roles, the largest with operational responsibility for a store with average sales in excess of £1.6 million per week, and profits of £20 million per year. Improvement in product availability to the customer, reducing off sales by 600 per week, and responsibility for 30 managers and 600 colleaguesKey achievements included the ASDA North of England winner for the highest annual customer satisfaction score as Customer Service manager, and accountability for the operational implementation of a £5 million store change programme.