Analytics - Track record of demonstrated results through analytics including labour, category management, prosthetics optimisation, patient managementSolution architecture - From greenfield implementations to reconfigured solutions to achieve specific business outcomesSupply Chain Optimisation – Multiple projects including pull strategies, manufacturing plant consolidation, strategy developmentProject Management - From construction to organisational transformationExperience across multiple industry sectors- Automotive (OEM & Tier 1)- Consumer Goods- Engineering- Grocery- Pharmaceutical- Public Health

Drive measureable end-to-end supply chain efficiencies across the Victorian Public Health Sector:• Define current practices and cost of end-to-end health supply chain operations including external and internal to health services • Assess the end-to-end health supply chain against best practice and prioritise improvement opportunities • Develop a plan (or multiple plans) for achieving required changes and benefits by end 2016-17 • Ensure implementation of required changes on time and with anticipated benefits realised• Establish an agreed framework for assessing and prioritising project requests• Manage funding pool and allocate based on cost versus sector wide benefit analysis• Monitor projects and facilitate sharing of benefits and learnings across the sector

• Reconfigured the procurement catalogue to enable Category Management• Consumables Project – Delivered significant savings as a direct result of improved information• Prosthetics – Improved management of consignment stock, optimisation of hTrak & RFID technology• Developed analytic platform for procurement, prosthetics, sterilisation operations, payroll & agency labour, outpatients

Key Achievements:* Project Management of IBS's largest implementation project (Sigma Pharmaceutical)* Successful completion of numerous implementation and upgrade projects

Key Achievements:* Supply Chain Manager for facilities consolidation project. This project entailed transfer of equipment, inventory, customer accounts, etc across a number of plants. It also involved the management of pre-builds, stores upgrade and establishment of advanced planning disciplines for 24/7 operations.

Key Achievements:* Restructured MAPICS database to enable effective control of seat assembly plant.* Project Manager for MRP/Kanban project at Empire Rubber. This project was a key part of the Project Recovery and delivered a disciplined, uniform system (MfgPro) with integrated financials and reliable performance measures.* Supply Chain Manager at Empire Rubber during which time 100% delivery performance was maintained for key OE customers, Kanbans were introduced, the stores were re-developed and inventory accuracy was significantly improved

Key Achievements:* Recruited and developed an effective production control team to plan and schedule OE and spares production.* Managed the stabilisation of the Pronto ERP manufacturing system* Established a flexible logistics team to control all aspects of material flow* Project managed the introduction of OE work into the organisation* Changed schedule and manufacturing philosophy from push to pull with corresponding 5-fold improvement in inventory turns

Key Responsibilities:* Independent consultant on contract to Mitsubishi Motors to provide project management, manufacturing strategy and application consulting advice.Key Achievements:* Development of ERP implementation strategy including Tier 1 concept plan* Pilot ERP implementation to prove strategy and legacy system interfaces* Full Baan ERP implementation at the Lonsdale Engine Plant, including introduction of Master Schedule

Dec 87 to Aug-95 – Rotek Engineering Pty LtdRotek Engineering was a subsidiary of Eskom that specialised in the maintenance of power generation, transmission and distribution equipment. During my time, the company was commercialised to take advantage of the non-Eskom market. The annual sales were R130m with a work force of 1650 people.Key Responsibilities (Jul-91 to Jul-95):• Project Manager for the ERP implementation project. The project entailed evaluation of software and full implementation of the Baan ERP software in all 6 operating divisions within the company, including full MRP II with project planning and financial integration. The project incorporated education, quality and business process improvement programmes• Acting Master Scheduler responsible to establish policies, operating guidelines and for successful implementationAchievements:• Successful ERP implementation in a project maintenance environment_____________________________Key Responsibilities (Aug 90 to Jun 91):• Jointly responsible to establish a Project Management Division able to manage large multi divisional maintenance projectsAchievements:• Project Management concept introduced into the organisation and actively accepted by customers• On-time and budget completion of 1st non-Eskom project_____________________________Key Responsibilities (Dec-87 to Jul-90):• Technical Manager (Field Services) responsible for the Commissioning, Technical Services, Safety, Quality and Planning departmentsAchievements:• Advanced the turbo-generator commissioning team from a cost centre to profit centre • Safety rating improved from NOSA 2 to 4 star• Computerised all Distribution statutory planning recordsReason for leaving Rotek Engineering: Business opportunity

Key Achievements:* On-time successful commissioning of Units 3 & 4 at 4 x 250MW Drakensberg Pumped Storage Scheme* Procurement, installation, commissioning and successful operation of mechanical equipment for Vaal-Grootdraai Emergency Scheme* Design, procurement and installation of mechanical auxiliary services for 2 x 200MW Palmiet Pumped Storage Scheme* Developed, tested & implemented a solution for the embedded pipework leakage at Drakensberg PSS