As sustainable transformation specialists, we engage stakeholders to develop robust action plans and build brands through effective storytelling – all underpinned by science.

Siempre is a sustainability consultancy that enables businesses to create stronger economic outcomes, build brand value, engage staff, build business resilience and do the right thing.We create a sustainability roadmap starting by analysing opportunities, issues and risks in the context of your customers, your operations, your market, technology and regulations. We help companies articulate their short and long term sustainable goals and work with them to create a strategy to achieve… Show more Siempre is a sustainability consultancy that enables businesses to create stronger economic outcomes, build brand value, engage staff, build business resilience and do the right thing.We create a sustainability roadmap starting by analysing opportunities, issues and risks in the context of your customers, your operations, your market, technology and regulations. We help companies articulate their short and long term sustainable goals and work with them to create a strategy to achieve these goals. We work alongside businesses to integrate these strategies into their business plans and workflows and ensure they measure their achievements in a way that can be meaningfully communicated to their customers, employees and wider stakeholders in order to enhance their brand value. Siempre believes in doing the right thing, in a pragmatic way for business. That means balancing sustainability with wider economic and social sustainability objectives. Show less

As a Trustee of Sealed Air’s Superannuation committee my responsibilities include helping to maintain an effective governance framework, including effective investment policies, setting investment objectives and risk profile, determining the appropriate investment strategy and monitoring investment performance.

With an Asia Pacific organisational change, I was asked to take responsibility for Sealed Air’s Product Care business in Australia in addition to my two NZ roles. While the products and segments in AU were the same, the customers, the market and our own business were quite different. My key tasks are to develop and execute our ANZ strategy, increase channel efficiency, drive operational excellence and ensure growth from our innovation. We successfully implemented a tiered strategy for… Show more With an Asia Pacific organisational change, I was asked to take responsibility for Sealed Air’s Product Care business in Australia in addition to my two NZ roles. While the products and segments in AU were the same, the customers, the market and our own business were quite different. My key tasks are to develop and execute our ANZ strategy, increase channel efficiency, drive operational excellence and ensure growth from our innovation. We successfully implemented a tiered strategy for distribution reducing key partners to create focus. We exited unprofitable portfolios and rapidly increased the growth of newer products; profitability is at a six-year high.I learned, again, the value of clear direction and good communication skills and that with such wide geography, having great top-to-top relationships is very important to knit together our activities in the field. Show less

When Sealed Air acquired Diversey I was appointed to lead the NZ business in addition to my existing responsibilities. My key tasks were to develop a clear strategy, improve profit, establish a leadership team, improve working capital, rebuild our position in the market and improve engagement.I learned quickly that many of the staff had no sense of direction and little understanding of the business key performance indicators. I spent three of my first six months creating a business plan… Show more When Sealed Air acquired Diversey I was appointed to lead the NZ business in addition to my existing responsibilities. My key tasks were to develop a clear strategy, improve profit, establish a leadership team, improve working capital, rebuild our position in the market and improve engagement.I learned quickly that many of the staff had no sense of direction and little understanding of the business key performance indicators. I spent three of my first six months creating a business plan and then regularly sharing progress with staff. Once the team understood their roles in the business, things improved quickly.Over the four years profitability tripled, engagement scores rose dramatically, we won new business and staff had a clear sense of direction. We formed strong links with our Australian sister business which helped with resources on key projects. We undertook several reorganisations including closing manufacturing and relocating to the larger Sealed Air site in Auckland. Show less

Led commercial activities for the New Zealand Protective Packaging business including sales, marketing and P & L accountability. The broader leadership role taught me a lot about working with people and developing and communicating strategy.• Simplified the business plan• Created a culture of transparency especially related to business strategy• Increased staff engagement to the highest in Asia Pacific

I was appointed to this role to develop and implement our strategic direction for the NZ market. This included maximising the positive impact of our legacy portfolio, speeding up growth from emerging products and developing new products. One of the key challenges was this was the first time this role existed in the NZ business, that meant getting the buy in from sales and operations for more structure in the business. Through my tenure we increased margins, added new products from the… Show more I was appointed to this role to develop and implement our strategic direction for the NZ market. This included maximising the positive impact of our legacy portfolio, speeding up growth from emerging products and developing new products. One of the key challenges was this was the first time this role existed in the NZ business, that meant getting the buy in from sales and operations for more structure in the business. Through my tenure we increased margins, added new products from the Sealed Air portfolio and expanded sales into Australia. Show less

This role evolved from the success of my local NZ sales role. My key task was to expand our bank security products portfolio to Asia. That involved developing a country entry strategy and from there we entered five countries across the region. I spent the next four years travelling to Asia running workshops with bankers to get them to change and they did. They started buying our products and growth came quickly. Many lessons were learned:• How to do business in Asia and the fact that… Show more This role evolved from the success of my local NZ sales role. My key task was to expand our bank security products portfolio to Asia. That involved developing a country entry strategy and from there we entered five countries across the region. I spent the next four years travelling to Asia running workshops with bankers to get them to change and they did. They started buying our products and growth came quickly. Many lessons were learned:• How to do business in Asia and the fact that every country is different• How to work out if a country was worth entering and then do it• Getting bankers to meet you when they didn’t think they needed packaging was hard!• And you need enormous persistence but can have a lot of fun doing something really challenging Show less

I was appointed to this role to grow sales of Sealed Air’s mailer products in the courier, freight, postal and security markets. The key tasks were managing key accounts, developing new business and creating demand in the banking market. I worked closely with our manufacturing team to develop new products for the NZ market. Through this time, we enjoyed double-digit growth and high levels of market share.