In May 2022 I joined the Ahuriri Alliance as Alliance Director, a new collaboration under ISO 4400:2019 between Downer NZ and Napier City Council. The initial focus was to bring together employees from both organisations to develop a collaborative, high performing team delivering road network maintenance solutions to the city of Napier.In the first year of operation, we became the go-to operational team for Council, delivering projects for Environmental, Parks & Reserves, 3 Waters and Transport. As a result, we delivered an additional 25% of revenue with the same FTE count, returned the Napier network to 95% capacity within 14 days post Cyclone Gabrielle, and established a team culture that was lauded within both organisations.Year two is also on track to exceed its planned delivery and the work done by the team resulted in a 4 year extension to the Alliance contract.Responsibilities and Achievements: • Oversight and direct management of 28 members including 10 Office based (4 NCC and 6 Downer) plus a works crew of 18.• Strong focus on culture development bringing together the best of public and private to form a high performing team with no internal boundaries• Financial delivery of agreed TCE’s, Onsite & Offsite Overheads, Operational and Plant spend with external audit confirming no issues to raise.• Strong HSE focus with zero LTI’s recorded during my tenure through regular and focused communication and programs to promote safe working

In late 2019 I was contracted as Interim Operations Manager to cover an unexpected staff departure and tasked to identify opportunities for growth and business efficiencies. Following the departure of the GM in February and the emergence of COVID-19 in March of 2020, I was asked to join full time to implement the many opportunities I had identified and to guide the company through the challenges of lockdown and COVID-19 impacts.The 2020/2021 year saw Annual Turnover increase 24% and Net Profit up 32% despite these challenges.Responsibilities and Achievements: • Identification and implementation of Job Tracking Software.• Developed team dynamic and company culture• Developed and managed Client relationships.

Working with senior leaders in a Tier One civil construction / infrastructure company in Hawkes Bay and Wellington, providing Mentoring and Management/Culture support.

KT International was established in 2008 and is the fastest developing independent tobacco group with operations in over thirty countries and selling products across four continents.Head hunted to provide Senior International Leadership within this small fast-growing company. A unique “David & Goliath” scenario in a mature, heavily regulated and policed industry with key stakeholders from Government bodies, NGO’s, Importers, Distributors, Retailers, Employees and Shareholders.RESPONSIBILITIES:• Stabilise the markets of France, Spain, Andorra, Belgium and Luxembourg, to review and reaffirm the product mix, pricing strategies, market compliance and supply chain process• Establish formal working relationships with Government bodies in France, Spain and BeNeLux including Customs, Finance, Health and Distribution monopolies• Identify and deliver on opportunities to enter additional markets such as Portugal, Netherlands• Identify and provide solutions to key business challenges including Internal Communications, Cross-functional information sharing, Sales & Operational Planning, Reporting, Key Account Management, Legislative restrictions, H&S and Culture.• Mentor and coach high performing employees to build their knowledge and behaviors in line with their capabilities and the company aspirations

Own Consultancy company working directly with Business Owners, Senior managers and through Government organisations to inspire, challenge, teach and lead them and their teams to understand their numbers and grow their businesses. Delivered through formal Coaching and Mentoring programs, Seminars, Presentations and hands-on Interim Management contracts.RESPONSIBILITIES:• Coaching and Mentoring Business Owners and Senior Managers to take a holistic view of their business and/or role, to identify their key outcomes and putting in place strategies and actions to deliver upon these within the relevant Acts governing their industry (OSH, EH&S, Financial reporting, Export/Import restrictions etc)• Teaching Financial Understanding, links between Marketing and Sales, Team development skills, Management and Recruitment systems, Operational metrics, Personal development and Time Management skills.

Polair is a Russian manufacturer of commercial refrigeration equipment with distributorship around Europe.Headhunted to establish Polair’s Key Account programme within European FMCG (beverage) companies to supply branded Polair refrigerated capital equipment throughout Europe and to raise the European profile of Polair.RESPONSIBILITIES:• Identify and establish relationships with key European FMCG companies such as AB InBev, Carlsberg, Heineken, Coca-Cola, Pepsico, Nestle, Danone, Kraft, Unilever, Diageo etc• Prepare RFP’s and complete contract negotiations for annual calls of refrigerated capital equipment including product specifications, pricing, delivery options, financing and branding• Establish and oversee a feedback loop to ensure the Polair factory in Kazan was capable of meeting the minimum specifications required of such accounts.• Oversee Product Development in the planning and production of next-generation products

Infrico is a leading Spanish private company in the production of commercial cold equipment.Recruited to establish a standalone UK operation for this family owned manufacturer. To remove the reliance on a local distributor and to establish Infrico as the premium cold equipment brand for UK hospitality companies.RESPONSIBILITIES / ACHIEVEMENTS:• Established the UK operation from scratch including negotiating tenancy agreements; recruited 3 key staff members; developed marketing strategies and materials; installed and set-up ERP systems, HR and Tax reporting requirements and EH&S systems and training; established ICT systems and processes with the Spanish Head Office and ran business within initial budget of £250k per year• Led the new team to established nine key distributors providing nationwide coverage, developed a new major product stream (35% of annual sales) with UK sales reaching £50,000 per month in the new calendar year

On our return to the UK in 2005 I provided business coaching for sixteen months through the ActionCOACH network

Appointed General Manager / Executive Director, responsible for Fiji, Samoa and Tonga, a P&L in excess of $200m and a staff of 320 permanent rising to 440 during the growing seasons. I oversaw 2 factories, 2 head offices and 3 sales teams as well as a complete Agronomy unit.RESPONSIBILITIES:• Lead, inspire and develop the end-to-end operation within Fiji, Samoa and Tonga and ensure open, cross-functional communication and support to achieve and exceed corporate and personal goals.• Oversee the implementation of BAT H&S processes and systems and imbed them into the daily culture of all 3 countries with special focus on Agronomy and Manufacturing.• Identify opportunities for staff development, recruitment and progression through the Regional operations and to reduce reliance on Expatriate managers.• Establish and maintain operating relationships with Government (Prime Minister, Ministers of Finance, Customs, Health, Agriculture and Police), relevant NGO’s and Community Leaders to ensure smooth and uninterrupted operations.• Lead the Corporate Social Responsibility program as a lead country of the global 2nd wave• Develop and implement Business Contingency Procedures in case of Cyclone, Coup or Civil Unrest across all 3 markets including communications, evacuation, employee and community support.

Managed the global development of the Benson & Hedges brand throughout the BAT world. This included all aspects of the Brand Architecture (design language, packaging, product, merchandising, visuals etc) in conjunction with key markets of Nigeria, Bangladesh, Pakistan, Malaysia and Australia and the Global Agency of Record.

Managed the merger between Rothmans and BAT New Zealand ensuring a fully integrated and operational company was achieved within the 14 week deadline, synergy savings were exceeded and planned headcount reductions and asset divestments were achieved without loss of operational efficiencies or competitiveness.