Thoroughly enjoying the opportunity to develop my understanding and application of current workforce and change methodologies, frameworks, tools, and approaches, to complement my 25 plus years of hands on, practical, people management and leadership experience. Surrounded by talented people, I’m gaining valuable insights into the future of work, digital transformation enablement, emerging technologies and so much more, all whilst improving my own ability to contribute and add value.

Wholesaler to Window Furnishings IndustryManaging and developing small customer service team.Building upon team culture with a focus on communication and collaboration across roles and functions.Development, documentation and implementation of business processes post upgrade to Microsoft Business Central (BC). Streamlining process, whilst increasing discipline in utilization of standardized processes, to reduce variation and increase efficiency and effectiveness. Logistics / expediting of import of Loov plantation shutters.Draft developed for improved customer service onboarding program.Contribution of general business improvement ideas.

June 21 – Dec 21- Success of outcomes in Townsville saw a new contract replicating activities in their larger Cairns business for July. Subsequent extensions carried through to Dec 21. The overall result was a more customer focused business with an improving reputation in the market place, for service. reliability and stock availability, as evidenced by growing active customer numbers and sales results.Key outcomes included:- Improved customer experiences leading to doubling of active customer base - Response times to customer enquiries decreased and DIFOT improved over 50%.- Improved Staff Onboarding / Training - implemented leading to decline in staff turnover thus leading to increased stability and a better base from which to launch activities to improve customer outcomes - external and internal.- Development Supply Chain Process - Maintenance of data, and implementation of process discipline, to facilitate use of SAP MRP thus leading to better stock availability.- Operations Improvements - Logistics flow, layout changes, implementation of bin locations, setting standards for housekeeping and etc all aimed at meeting promises to customers.- Driving Cultural Change - Increasing discipline and accountability. Building resilience, independence and proactivity. Apr 21 – May 21- Initially engaged on 6 week contract (extended to 7) to assist medium size Townsville business with SAP implementation and business process improvement post SAP go live. Bringing a level of calm to a chaotic situation by providing direction and focus on required activities and documenting and implementing improved business process flows. Cleansing old data and setting up new data to facilitate effective operation of the SAP system going forward. Provision of adhoc training, supply of various user friendly tools and tips materials all whilst providing day to day troubleshooting assistance.Ultimately improving both external and internal customer experiences.

Implementing business improvement activities directed at developing commercial excellence.Developing and implementing “SHINE” continuous improvement program with the aims of:- Improving the “team” culture. - Driving a culture of continuous improvement through greater engagement and empowerment of all team members. Try, Fail, Learn in supportive environment!- Building both individual and team capability through coaching, training and enablement with appropriate tools.- Improving cross functional interactions with a view to setting each other up for success thus improving internal and external customer outcomes.Outcomes- Improved employee satisfaction survey results.- Improved customer outcomes based upon improved DIFOT, Freight Recovery, Quote turnaround, Quote Win/Loss % and evidenced by an increase in # of active accounts.- A more resilient team willing to accept change as the norm and deal with it.

Implementing Advanced Planner & Optimiser - Supply Network Planning (APO-SNP). An exciting development for OMC. ***Early 2015 - Enjoyed the opportunity to utilise my cross functional business development skills and past experience to drive the successful introduction of the ARC Fencing range to OMC SA.***Focus has moved to building upon the inventory management basics established in the past two years with activities directed at improving the value generated by the wider integrated supply chain. Aiming to establish the supply function as a key respected contributor to the development of growth opportunities in the business. Offering solutions not just data! Role split with return of Vic/Tas Supply Chain Manager from maternity leave.

12 Mth Secondment (Maternity Leave Cover)Responsible for multi $M inventory budget across Vic/Tas/SA/NTKey KPI’s – Meeting inventory target, exceeding A Class stock availability target and the generation of cash via aged & excess stock reductions.A key focus was to increase communication between the supply, sales and operations teams and to sell to the businesses the valuable role supply could play in improving their business performance.Developing MRP as the foundation of inventory mgt. A back to basics approach was taken to implement maintenance to improve the system data and hence the value of the output produced. Also implemented additional discipline around the use of available SAP functionality ie use of BOMS/MTS instead of stk adjustments, automation of tasks being undertaken manually.

Managing 4 Acct Mgrs and 4 internal sales staff servicing the distribution customer segment.Reorganising sales territories, implementing more accountability via targets and call reporting. Challenging when attempting to change culture (install drive and proactivity) of very experienced individuals who had become set in ways that had previously been accepted as good enough.Member of National Tubular Growth Counsel focussed on implementing coordinated national activities to recapture share in tubular market.Medium success. As a team we grew and became more effective but my personal growth and direct contribution in the market place was not as much as I would have liked as staff cut backs and additional office and sales admin responsibilities kept me office bound most of the time. Two of the four Account Managers have since progressed to Sales Management and then Location Management roles which is pleasing.

Responsible for implementing strategies to maintain business profitability during the GFC. Identify market segment growth opportunities, margin optimisation, increasing freight recovery, pricing strategy and so on.Working with teams to maximise the value we extracted from the Govt. BER.Implementation of the national “Go To Market” approach creating two sales businesses based upon the recognition that the projects (large ad hoc) and distribution (day to day) customer segments would be best serviced by different value propositions.

As part of a OneSteel wide change in direction piping systems was extracted from the Metaland business and established as a stand alone business, OneSteel Piping Systems (Now MRC), with its' own P&L. The management reporting structure changed also and we were suddenly reporting to the OPS management team in Brisbane that was piping systems focussed. I had to manage through various system, cultural, staff and customer confusion issues as OPS Brisbane attempted to get our location to operate like a capital city, piping systems focussed, business overnight without them having any real appreciation for the differences that existed.Despite this it's a credit to the team at that time that we still managed to grow sales and margin during this difficult transition period.

Started as Sales Manager Piping Systems responsible for all products for major mining contracts (Alcan Gove, GEMCO- BHP, ERA - Ranger, MRM) and the broader PV & F markets including Oil & Gas.As the Darwin business grew my role underwent a few transformations from Sales Manager for Piping Systems & Projects to Sales Manager for whole business and then back to SM for Piping Systems. Regardless of the title I always contributed to all areas of the business with suggestions / actions to improve our activities.Assisted with implementation of SAP.A lot of time spent filling gaps and holding things together during times when the business was growing and there were changes of senior management.Spent many months performing wider mgt role whilst Location Mgr was performing dual roles (SA/NT Metaland then S&T). Oversaw significant growth of mining business especially at Alcan (Including G3 Expansion) and Gemco with assistance of Resources Team.Participation in safety audits and safety committee. Major role in re-organising fittings & valves area of the store to increase effectiveness.

Trouble Shooting and problem solving for the Regional Manager.Performing various marketing research, data analysis and interpretation for the Regional Manager.Managed the integration of the acquired Pipeline Supplies business into Metaland Wollongong.Assisted SNSW Mgt with reviewing market strategies and implementing change that assisted with the “turnaround” in financial performance of Wagga Wagga and Leeton branches. (They were some of the first to feel the affects of the import threat on steel distribution)Central involvement with the implementation of SAP across the 8 SNSW locations.Maintained SAP rebate system for SNSW region.

I was responsible for the management of BHP Steel contract nationally and the sales team servicing this contract and other mining and piping systems customers in the Illawarra and South Coast Region. The business was also the national mother centre for shouldered piping products, predominantly used in the mining industry, and I was responsible for ensuring the stock range held supported national initiatives and were sourced at a competitive price.During this period the business experienced significant growth contributed to by a growth in the value of the contract, not only locally but via the addition of other sites such as BHP Cannington in North Qld, and from the development of non contract customer opportunities in the region.Pipeline Supplies of Australia, a competitor, was acquired during this time and I was involved in planning the integration of the two businesses.

Took opportunity to get back into the sales and marketing stream with the aim of gaining experience required to enter Sales Management.Involved in managing relationships and servicing day to day requirements of the BHP Steel & Coal contract customers in the Illawarra whilst assisting the Sales Manager to identify and exploit contract development opportunities. Role also included servicing other mining and piping systems customers in the Illawarra and South Coast.

Took control of three functions that operated independent of each other, were internally admin focussed and restructured to form a team that positively impacted the business via efficiency improvements and actively supporting achievement of growth opportunities including central role in additional products such as Colorbond sheet, galvanised materials and handrail systems which contributed significant GM$ to the business..