• Direct P&L responsibility for M2 Electrical Pty Ltd • Responsible for the creation and delivery of a growth strategy via the addition of key customer contracts, new product streams and customer pricing management.• Monitoring and evaluating operational and financial performance and taking corrective action where required.• Responsible for creating a culture consistent with the company ethos of delivering “Remarkable Service” to our customers.• Ultimately responsible for the compliance of M2 Electrical to all relevant safety and legislative standards.

Working with business owners to develop their own strategic roadmaps, identify opportunities, risks and sources of competitive advantage.

Responsible for the creation, launch an ongoing operation of BGW’s private label product importation program and associated domestic supply chain activities. Additionally, I was responsible for the Groups two marketing businesses MMS Safety and Direct Wholesale.Achievements:• Responsible for $6 million p.a. of electrical product procurement covering all aspects of the importation program including product range, supplier selection, quality control, commercial negotiation, logistics planning, marketing and product pricing.• Responsible for 10 direct reports and all operational, commercial and HSE functions associated with two distribution centres (Brisbane & Perth) and one 3PL provider (Melbourne) servicing the Groups requirements throughout Australia.• Full P&L responsibility for MMS Safety delivering $300k EBIT with 5 direct reports. Financial performance doubled in the space of 18 months as a result of a “Culture Change” initiative to improve pricing management, expand product offering, better cost management, introduction of structured sales planning and promotions. • Full P&L responsibility of www.directwholesale.com.au. Developed a Business Plan to restructure the business involving the reallocation of financial and human resources, engagement of SEO consultants as well as a revised supplier, customer acquisition and logistics strategy.

Responsible for the implementation of strategies to mitigate commercial risk with a focus on the development of innovative contract conditions relating to guaranteed supply, pricing formula’s, exclusivity, technical support an achievement of both short- and long-term incentives.Achievements:• Delivered year on year growth of 5% - 10% improvement in rebate income (circa $90 million p.a.) through the refocusing of group spend and structuring of preferred supply agreements.• Overall responsibility for $600 million p.a. of procurement across multiple businesses.• Delivered optimal commercial results through the combination of key stakeholder relationships (Suppliers & Branch Network) and data to make accurate and timely tactical and strategic decisions.• Development of commodity (copper) linked pricing models for both power cable procurement and sale to key customers.• Leadership of commercial analytics team to support both local and international business decisions.• Development of BGW Supplier Audit program to ensure both product and vendor quality which has become a pillar of BGW’s ISO 9001 accreditation. Recognised in QLD Work Cover awards (2018).• BGW Representative on independent Industry Buying Group (Gemcell)

Undertook a strategic review of the National Industrial and Mining Sector. Identified and documented a sales pipeline for the business to build human, financial an infrastructure capabilities around.Achievements:• Designed and completed “Key Market - Strategic Review” template for Puma. The template focused on identifying market size, key customers including volumes and contract terms, competitors, Puma’s competitive supply and logistics position in the region and capital investment requirements. • Developed near term corporate relationships with prospects having fuel demands of greater than 10 million litres p.a. not previously targeted by Puma.• Created a Tender Response kit including “Go – No Go” decision tree.• Created quantitative capital investment tool for Puma to better allocate limited capital resources• Developed processes to allow oil to be priced off unrelated commodity indexes such as copper and coal that aided mining customers in matching their expenses to their income streams.• Analysed oil procurement exposures for Puma and developed alternative customer pricing methodologies that expanded Puma’s offer whilst mitigating associated pricing risk.

Led a geographically and culturally diverse team of 7 direct reports and a larger team of indirect salespeople responsible for the sales and marketing of financial derivatives and associated physical oil products within the Eastern Hemisphere. Customers ranged in scale from National Oil Companies to miners, airlines, and transport companies. Active in 26 countries from New Zealand throughout Asia and into The Middle East.Achievements:• Consistently delivered strong financial results over a 4 year period. Specifically delivered a Gross Margin of USD$21 million (2010) from 90 million barrels traded.• Created Regional Marketing Strategy through appropriate analysis and research combined with internal networking with key stakeholders such as legal, accounting, risk and tax.• Gained alignment with sales and trading teams by defining expectations relating to ongoing performance monitoring to ensure the delivery of the agreed strategy.• Initiated cultural change into a conservative team environment that directly drove improved levels of innovation through enhance product offerings (Gas and Coal derivatives), new routes to market (Clearport) and an increased marketing footprint (Indonesia).

Responsible for origination and maintenance of a diverse portfolio of aviation, mining and marine customers across Europe and Africa. Recognised as the “Single Point of Accountability” for the Global relationships with both Air BP and BP Marine. Worked collaboratively as a member of the European Trading team to support other marketers’ customers as appropriate.Achievements:• Generated net incomes of USD$2.5 million in 2008.• Identified, prospected, and cleared for trading 15 new counterparties in 2007-08.• Developed new physical delivery contracts with embedded financial derivatives that were able to monetize the optionality associated with oil deliveries in respect of volume, timing, location, and pricing basis.• Created and delivered internal training programs, legal agreements, and pricing tools to support Air BP and BP Marine sales staff become an indirect additional sales arm for the trading business.

Responsible for the efficient, safe and profitable operation (EBIT USD$5 million - 2004) of 11 airports in 7 South West Pacific countries maintained by 43 staff.Achievements:• Managed all commercial matters relating to market planning, pricing, credit, supply continuity, customer contract negotiations, expenditure (Capex / Revex) and regulatory (Government / CAA) relationships.• Responsible for the leadership within the region for all matters relating to the compliance with BP’s Health Safety and Environmental guidelines.• Represented BP on 4 Joint Venture Boards throughout the Pacific.

Seconded to Boeing as BP’s sole representative to develop a fuel program for their global corporate jet trip planning business plus their inhouse testing and maintenance businessAchievements:• Created processes to support Boeing business globally that delivered USD$2 million in gross margins p.a.• Developed non-Boeing business delivering additional USD$2 million in gross margins p.a.• Member of BP network to set BP’s strategy for the General Aviation segment globally. Specifically, responsible for developing strategy associated with the corporate jet segment.