In anticipation of the sale of Earthwise Group Limited to Henkel, our organisation recognised the imperative need for a dedicated position aimed at providing focused support to our workforce during the transition to Glow Lab Limited. This newly established role was designed to address the uncertainties inherent in the sale of our brand and intellectual property. It carries the significant responsibility of overseeing all Human Resource activities, as well as managing Health, Safety, and Environment (HSE) initiatives, in addition to Sales and Operations Planning (S&OP) and Procurement functions.

Hold full P&L accountability for $40M and responsible for Manufacturing, Engineering, S&OP, IT, HR, H&S, Procurement, Inwards and Distribution functions. Provide leadership, management, and vision needed for proper operational controls, administrative procedures, reporting procedures, and people systems. Key Achievements:• Saved company $750k by executing a companywide restructure, including 8 business heads and 5 other employees due to severe misconduct and poor performance.• Reduced wastewater expenses by 50% through successful planning and execution of H&S strategies that are work-safe compliant, hazardous substances compliant, trade waste compliant, and transitional facility compliant.• Achieved $1M annual savings within 6 months by introducing procurement function within the organisation.• Created an organisational talent pipeline through planning and contributing to key developmental experiences that effectively aligned job roles and remunerations within the S&OP function.• Launched 8 new products during COVID-19.• Delivered annual forecasted profit within the first 3 months during COVID-19, outshining all local and global competitors.

Researched processes, developed strategies, managed distribution, and eradicated inefficiencies at all stages of the supply chain. Managed 5 direct and 20 indirect reports.Key Achievements:• Achieved 95% stock accuracy across the business, improved efficiency, and reduced cost by creating (S&OP) strategies and processes.• Asked to lead the $40M spend across multiple business units.• Implemented the daily cycle counting process and reduced the wall to wall counting which boosted the inventory accuracy and reduced to zero unplanned changes per week.

Managed logistics, inventory, sourcing, and distribution across Auckland and Christchurch. Provided vision and strategic direction in a complex environment that demanded expertise in corporate operations. Led a team of 4 direct and 30 indirect reports.Key Achievements:• Planned, developed, and executed strategies that focused on process improvement, thus reducing the cost and inventory by 94% to improve overall service output.• Delivered $1M net annualised saving by leading an adverse buy initiative.• Oversaw the space optimisation project to retrofit racking adding 470 locations.• Reduced $500K annual freight cost and boosted the NPS instantly.• Played a significant role in achieving the highest engagement of 100% rate across the business.• Delivered exceptional service throughout the supply chain, 32 branches, and 50 authorised dealer locations.• Implemented the recycling program that helped redirect 100 tonnes of waste from landfills monthly to reduce the company’s carbon footprint.• Distribution: Won ‘Smith & Smith Spirit Award’ in 2017 and was an ‘Innovation Champion’ award finalist in 2017 | Project Springboard: ‘Team of the Year’ award | Achieved the ‘Finalist Outstanding Achiever’ award in 2017.

Developed various reports related to production, quality, safety, staffing, maintenance, and inconsistencies. Responsible for all facets of inbound and outbound activities across Auckland and Christchurch Distribution Centres. Other duties and responsibilities included:• Monitoring budgets and forecasts to ensure that the cost-to-serve goals were attained.• Designing and implementing strategies that eliminated work-related operational hazards.Key Achievements:• Relocated the Christchurch Distribution Centre without affecting service.• Created and launched a bespoke transport model that substantially improved service and reduced damages by approximately $300K per annum.• Achieved 70% reduction in transit damage by innovatively transforming the freight model.• Increased team engagement to 93.5% from 78.2% in Auckland and to 89.2% from 74.6% in Christchurch.• Reduced kWh and carbon emissions by 70% by installing LED Luminaire.• Saved $25K net cost annually by transferring supplier direct deliveries in house.• Finalist for the inaugural ‘Smith & Smith Spirit Award 2016’ for living our purpose | Achieved ‘Team of the Year’ Finalist in 2016 | Achieved ‘Innovation Champion’ Finalist in 2016 | Won ‘Team of the Year’ award in 2015 | Achieved ‘Innovation Champion’ Finalist in 2015 | Won ‘Outstanding Achiever of the Year’ award in 2014.

Spearheaded projects to consult and streamline businesses. Increased profitability and achieved continuous improvements via Six Sigma, Lean, and the 5's. Delivered one-on-one mentoring, performed process mapping, and documentation.

Oversaw recruitment, training, development, coaching, and performance management. Led a team of 24 staff with $30-80M of raw materials and responsible for over 600 pallet movements daily. Managed company’s inventory practices such as audits, risk assessments, and variances, thus providing accurate and updated real-time information. Other duties and responsibilities included:• Ensuring that inventory procedures and control needs were consistently met by upgrading and developing inventory management systems, processes, and procedures. Key Achievements:• Developed strategies that led to reduction in overtime by 50%.• Eradicated $100K of inadequacies in waste management.• Improved ingredient variances from $1.8M to zero and packaging variances by 90%.• Enhanced inventory accuracy by 95% by introducing counting scales.• Achieved 30% fork hoist optimisation.• Saved $400K+ by reducing temporary labour by 35%.• Boosted engagement level to 88% from 74% and effectively minimised annual leave exposure by 50%.

Developed and implemented effective inventory strategies and procedures to simplify processes and improve accuracy and operating efficiency. Implemented internal inventory audits processes, thus ensuring compliance. Led a team of 3 staff remotely and 24 on-site staff during transition.Key Achievements:• Successfully managed the quality and profitability of approximately $1M in revenue.• Project timeline six months, Project Plan and KPI’s achieved in four months.

Responsible for managing 2 major distribution sites in Christchurch. Oversaw inventory control, resource planning, controlled costs, streamlining processes, and time management. Key Achievements:• Achieved average sales of $80K to $150K per week. Spearheaded the Christchurch inventory holdings of approximately $4M. • Increased capacity by 400 pallets by refurbishing the floor plan and layout.• Reduced inventory cost by $50K, variance by 80%, and leaking product write-offs by 70%.• Improved Q3 stock YOY to 98%.• Awarded ‘Best Team’ across all locations in New Zealand and the first in Christchurch.

Dog’s Breakfast is the trading company for the Nood and Dog’s Breakfast retail chain of 21 stores in New Zealand.Overview: Starting with the new Owner/Director, Jan Cameron, I was the first employee of this new business. Together, we developed and implemented a new company structure, and once the purchase agreement was finalised, we acquired 110 staff covering 21 stores nationwide.

Overview: I analysed, recommended and implemented various initiatives to address stock and replenishment challenges across all stores nationally. With data obtained from Brand Managers, Merchandisers and Store Representatives, made a number of significant changes which achieved major efficiencies and cost reductions throughout the New Zealand and Australian business.

Overview: Managed the local stock holdings worth approximately $9million, acted as 2IC for the Branch Manager supporting staff, and resolved day to day issues and queries with both staff and suppliers. Reviewed and improved systems, policies and procedures, completed fortnightly branch audits to ensure compliance with HACCP industry standards, and reviewed/trained staff on company procedures.Results: Awarded ‘Employee of the Month’ twice and given the prestigious ‘CEO Appreciation Award’ during my tenure for work ethic and achievement.

Overview: Completed this short term role where I logged collection/delivery requests, trained staff and acted as 2IC for the Team Leader of eight staff.

Overview: Managed field stock of more than $43 million across 436 technician’s through-out Australia. Responsibilities included the creation of kits, allocation of stock, urgent deliveries and annual stock taking.Results: Awarded 'Employee of the Quarter' four times, completed 436 stock takes in one month. Researched, negotiated and implemented a new product line that reduced costs by over $32k per annum.