Reporting to the Chief Executive Commercial (CEC), the role leads strategy development and program delivery across the supermarkets Commercial area. Key accountabilities include:Leadership of and delivery accountability for key programs of work linked to the corporate plan. These total $135m+ in annual capital expenditure.Leading the Commercial approach to Coles Automated Online Customer Fulfilment Centres (‘CFCs’) in partnership with Ocado, including supplier relationship management and business readiness activities.Business owner responsible for designing and delivering the Commercial AI and data roadmap. Managing the annual corporate planning process for Commercial, including engaging Coles Executive and Board on revenue and profitability targets and the program to deliver them.Key achievements:Developed and delivered Coles’ plan to meet business case Commercials for 2 Automated CFCs, housing 40,000 products each and costing ~$400m. This included supplier engagement and negotiations, framework for new range selection and organisational development.Established program delivery capability to execute and govern a portfolio of 38 projects with $135m in capital expenditure in FY24.Led development and execution of a supplier concentration risk mitigation plan post COVID to increase resilience to future supply shocks and successfully mitigated 10+ key supply risks.Led ‘Voice of Merchandise’ initiative to produce a multi-year technology roadmap for Commercial, incorporating data and AI.

Reporting to the Chief Executive Commercial (CEC), the role led supplier commercial management, pricing and value, trade planning, range and space and strategic category planning.Key achievements:Managed supply crisis facing Coles during peak of COVID pandemic: Ensured customers’ essential needs were met during perfect storm of sales growth of 25%+ per month, combined with inability to meet orders due to worker absences/raw material shortages.Led the supplier commercial management team including delivering $200m cost out targets annually through strategic opportunity identification and delivery.Modernised and automated Coles approach to pricing and value ensuring daily visibility of price position versus key competitors and a framework for decision making to balance profitability and competitiveness. The program delivered a 2ppt increase in price perception. Ran strategic category planning program focussed on ensuring all ~75 category managers had a detailed plan aligned to the broader business strategy incorporating key focus areas such as assortment planning, value, supplier engagement and Own Brand growth. The program coincided with a period of above market comparative sales growth.

Reporting to the Chief Executive Commercial and Express (CECE), responsibilities included resetting the supermarkets Commercial Strategy under new CEO Steven Cain, delivering key cross functional strategic initiatives and leading the BCP taskforce for Commercial during the initial pandemic period.Key achievements:Developed the Commercial ‘Winning in our Second Century’ strategy and drove business engagement and adoption of the plan. Sales and Own Brand growth rose from 1.0% and 2.0% respectively in 2018 to 4.0% and 8.3% CAGR across FY20-FY21.Worked to establish supplier engagement team to deliver four years of 25bps margin growth and highest ever supplier NPS at +32.Developed a coordinated and aligned approach to Commercial workforce planning including a multi-year plan for the shape of the workforce, leading to flat cost centre costs for 2 years. Built a cross Commercial (~800 team members) level ‘Mysay’ action plan focussed on driving team member engagement, which increased by 18ppts in two years.

Reporting to the Chief Executive, Coles Liquor, this role was the Liquor Executive Team Member responsible for development and delivery of the Liquor and Hotels turnaround. After an initial 3 month period building the turnaround plan, led the division in delivering the plan and maintaining momentum as well as driving BD activity such as Hotel divestment feasibility. Also acted as GM finance for Liquor for ~6 months during this period.Key achievements:Drove development of a 5 year turnaround plan. The business had not delivered comp sales growth for >5 years prior and returned to positive and sustained sales growth (+3% p.a. CAGR FY16-FY18) and double digit EBIT growth.Led the delivery of Liquorland’s ‘Brand Reset’, including ~200 renewals per annum from FY16 resulting in +~280bps sales growth vs fleet and resetting the market’s perception of Liquorland.Applied financial modelling and due diligence skills to assess multiple upstream supplier investments in both wine and beer categories, including leading a $100k feasibility study into a greenfield brewery to manufacture Coles Liquor’s Own Brand products.Completed a feasibility study for the divestment of the Spirit Hotels business which was completed in 2018 with a sale to Australian Venue Co. for ~$200m.

Reporting to the Director of Fresh Foods, this role had accountability for developing a portfolio of upstream supplier partnerships in Fresh categories (Fruit & Veg, Meat, Dairy) while also transforming Coles Fresh offer. Key achievements:Led successful bottom-up rebuild of Coles Fresh Produce business, including shifting ~50% of purchases (~$1.2B) to a direct-from-farm model. Grew Fresh Produce volumes by 15% p.a. for two years and invested $30m+ in store upgrades. Also delivered operational changes in 800+ stores to Fresh Produce handling standards while raising team-member engagement +8ppts.Negotiated numerous long term partnerships with Fresh suppliers, including a 10 year agreement with Sundrop Farms delivering ~$15m in cost reductions p.a. and Berry Sweet Strawberry Farms delivering tens of thousands of incremental strawberry units during low season.

Finance manager for Fresh Produce categories within the Coles supermarketsSupport and challenge the business in relation to weekly trading results, budgeting and forecastingSupport key strategic initiatives and business case development

Held various roles across Deloitte Corporate Finance and Corporate ReorganisationLead financial and strategic due diligence projects across large transactions within the retail, energy and industrial sectorsMid-market M&A and advisory projectsProvided independent expert reports to equity and debt holders, including in relation to distressed businessesMember of Future Leaders Advisory group, partnering with the business' executive team to develop the offering and drive programs focused of internal team engagement