General Manager of IT

Started with BioMar on a 1 year contract to implement ERP System M3 and to install and setup all IT Infrastructure. After the new facility was commissioned, I joined BioMar in a full full time capacity as a BioMar employee and continued to work on process improvement initiatives.In 2022 I accepted a postion as the Global Project Manager for MFG IT and worked in France for 8 weeks implementing the BioMar SCADA/MES system with a team from France, Denmark, Sweden, Norway, Spain and the United Kingdom.I continued to perform that role until Jan 2023. After careful consideration I decide the lure of being a expat based in Europe and doing further implementations in Spain, Denmark, Norway, Turkey, Greece and others was less important than ensuring my daughter and son completed there final years of education without disruption.I loved my time at BioMar. I highley recommend BioMar to everyone.

Whilst with ComActivity I have completed a number of key projects, as a Senior Business Consultant, Project Manager and as a contract IT Project Manager.- Setup new Fish Feed MFG facility [BioMar] - IT Project Manager- Migrate Legacy System to Infor M3 Cloud [Munro Footwear] - Senior Project Manager- Implement Advanced Planning System [Ballantyne] - Senior Business Consultant- Setup two New COLD Storage Facilities [Newcold] - IT Project Manager- Implement Infor M3 ERP Cloud Version [Pinnacle Bakeries] - Senior Business Consultant- Upgrade Infor M3 ERP to Cloud Version [Emergent Cold] - Senior Business Consultant

Developed a roadmap for technology organisation to fully support business requirements going forward.Restructured IT function to support the roadmap.Rolled out ERP solution to New Zealand, Malaysia, China and the United States over two years to bring the whole organisation onto the same business system, head quartered in Melbourne.Redesigned and implemented a new business intelligence system that provides the right information at the right time to the right people in the right format.Developed new strategic partnerships with key vendors, migrated communications to a single vendor and rationalised the IT operations.Transformed the technology delivery function to a customer focused value add organisation.Team included seven IT Direct reports (three offshore) and six full time ERP Project team members.

Led the Supply Chain function for Asia Pacific, which included responsibilities for Australia, Indonesia, Malaysia and China. This included managing seven direct reports and a team of over 40 staff across the region. Responsible for the planning and management of approximately $30 million of inventory.Responsibilities• Facilitate regular improvements to process and outcomes of finished goods/spare parts including inventory management, business processes and logistics/freight• Manage Finished Goods though monthly PSI and report internally and directly to Thermadyne.• Manage planning and procurement of finished goods and raw materials• Management of FG and SP inventory by analysing and monitoring stock turns to minimize stock obsolescence and stock write-off against profit• Inventory management , liaise with regional warehouse facilities to manage stock levels in accordance with business requirements• Identify slow moving inventory and implement stock reduction plans to minimize stock obsolescence• Provide back up to both supply chain and finished goods purchasing officers• Ensure a best practice people management approach for such things as support and guidance, management of staff headcount and costs, regular team communication, leave liability management and performance managementAchievements• Implemented the corporate PSI (S&OP) process throughout Asia Pacific• Developed several key systems to facilitate planning and reporting of supply chain metrics• Increased inventory turns from 2.2 to 4.1• Reduced obsolete and slow moving inventory from 17% to less than 4%.• Introduced ABC pareto analysis of inventory• Redesigned the planning process for Malaysia which resulted in 100% schedule adherence, previously schedule adherence was not possible to measure• Developed a professional supply chain team that was able to meet the corporate goals for inventory turns, customer service and ROI across the Asia Pacific region

Assumed responsibility for an ageing and outdated IT Operation.Worked closely with the business units to gather key requirements and using my experience developed an IT roadmap that embraced the business plan.Over the next period, restructured the IT organisation to acquire / develop the skills required to deliver the plan. We then developed the key strategic vendor relationships needed to support the implementation of the plan.The roadmap was rolled out over a three year time frame which was structured to deliver the infrastructure required to successfully implement business requirements. This included the rollout of a new ERP system to Australia, Malaysia, China, Singapore and Indonesia.The result was a new technology department that was responsive to the business units and a core set of systems that could easily be adapted to meet changes in the operating environment.As the company changed over the next 10 years, a single warehouse operation based in Melbourne was expanded to five state based company owned warehouses and several third party warehouses all implemented with a minimum of effort.The company then went global and moved manufacturing to Malaysia, where we opened two new manufacturing plants in Kuala Lampur and one new manufacturing facility was opened in Ningbo, China as well as operational entities in Indonesia and Singapore. Again the system delivered as part of the roadmap was able to meet the business requirements easily.The general OPEX was approx. $3M PA and the initial development CAPEX for the roadmap implementation was approx. $3M over a three year period.The team was reorganised to deliver the business requirements. More emphasis was placed on delivering business intelligence and the new systems required less operational support.There were seven staff in the revised organisation, three supporting business intelligence and four supporting operations across the organisation.

Platform release management, technical lead and programming in C.The Australia Post Project was responsible for the development and deployment of the Post Office retail back office systems for over 1000 post offices around Australia.Platform was the department responsible for delivering the hardware and software infrastructure for the business system to be deployed.Platform group provided all Hardware certification for the rollout and maintenance of the installed system base. As hardware changes frequently, managing the testing and certification process during the rollout of over 1000 systems implementations was a complex task in itself.Platform group also provided the software drivers for the business application to interface to the peripheral equipment, such as cash drawers, receipt printers, scales, bar code readers and EFTPOS equipment.Being team leader of the group gave me an invaluable insight into the management and skills required to produce software releases on a large scale. The integration aspect of the project was also a major challenge and gave me fantastic exposure to managing relationships between key stake holders, both internal and external to the organisation.

Systems Analysis and design, Programming