Role and Responsibilities• Reporting to the CEO, develop the vision, strategy and plans to lead the sales and marketing function for ASX listed, Mining Equipment and Technology Services (METS) company Key Achievements• Grew annual revenue by 12% in 1st Year as Sales & Marketing Director for ASX listed, Mining Equipment and Technology Services (METS) company through development of Tier 1 mining company relationships, strategic review of global Distribution Management footprint and implementation of Account Based Management• Grew Sales Margin by 120 basis points driven by increased focus on Aftermarket Sales, driven by increased Technical Support at end user locations and focus on Account Management• Developed FY24 Sales Strategy to significantly grow international business through Distribution with focus on Africa, Indonesia and North America• Identified and onboarded new Marketing Agency to enhance digital marketing and analytics• Identified multiple new product development opportunities derived from Voice of the Customer feedback across multiple international locations• Introduced cross-function project team approach to new project development and management

Role and Responsibilities• Sales and Business development leadership for the China mining market with annual sales revenues of AUD $85M including capital and aftermarket sales and key account management• Led the integration for the Thyssen Krupp Mining Technologies acquisition • Developed China Vision 2025 strategic sales growth strategy and plan to increase revenue from AUD$85M to AUD $320M involving key internal collaboration with regional and global stakeholders• Leadership and Development for 50 FTE sales, service, technical and execution team

Role and Responsibilities• Provide operations improvement consultancy and implementation support for clients in the mining, oil & gas, utilities and defence industry sectorsKey Achievements• Developed and implemented a Strategic Account Management framework and Sales Management System including a strategic partnership with a Global Digital transformation provider• Led the Cost Review Team for a site wide cost review for an Australian coal fired power station• Delivered a Lean and Organisational Readiness Assessment for a ASX listed Manufacturing organisation• Delivered a Shutdown Readiness Assessment for a Western Australian Nickel and Cobalt Refinery

Role and Responsibilities• Profit & Loss accountability with annual sales revenues of AUD $150M• Leadership and Development for a cross-cultural team of 90 FTE and management of a complex Direct sales and Distribution network• Direct report to Metso President & CEOKey Achievements• Completed Strategic Review for Board approval within first 50 Days including 3 Year Financial Targets, new Operating Model and introduction of Strategic Account Management• Increased profitability by 25% through growth of Sales Margins and tighter discipline of fixed cost structure driven by improved Customer Net Promoter Score • Highest Employee Engagement results across all Metso global operations• Initiated Sales Excellence Training and Capability development plans for all team members• Developed and executed Business Cases for a new purpose-built Workshop and Logistics facility in Surabaya and new office premises in Singapore, Jakarta and Bangkok• Implemented ISO 9001, 14001 and 45001 across Indonesia operations

Role and Responsibilities• Developed and managed Outotec’s end to end global supply chain including global sourcing, procurement, supply quality and manufacturing and logistics functions• Led the global supply function of 300 FTE with annual spend of AUD $750MKey Achievements• Increased share of Best Cost Country sourcing from 8% to 30% delivering AUD$100M EBITA benefit by developing integrated hubs in China, Mexico and Turkey• Developed and implemented new Global Supply operating model and organisation to integrate previously fragmented global set up. Scope included Strategic Sourcing, Supply Chain Planning, Procurement, Supply Quality, Manufacturing and Logistics• Optimised global logistics supply chain reducing number and complexity of 3PL logistics providers and harmonising global distribution footprint

Role and Responsibilities• Responsible for a team of 80 Supply Chain professionals located in Australia, China and India• Annual spend in excess of AUD$300M• Responsible for optimising global spend in BCC (Best Cost Country) sourcing locations in Asia PacificKey Achievements• Built China Supply team into a multi-functional operation with 50 FTE covering Sourcing, Procurement, Logistics, Quality and Manufacturing• Increased China procurement spend from AUD$20M to $60M per annum• Led Asia Pacific (Australia, China, India and Indonesia) deployment of new global business processes and systems project including SAP implementation

Role and Responsibilities• Member of the senior management team involved in formulating Outotec South East Asia Pacific’s strategy and direction.• Member of the management team profitability committee responsible for initiating and driving value improvement initiatives.• Provide strategic direction, leading and managing the Supply team.• Directing and motivating subordinate managers to achieve agreed targets.• Manage the supply chain function operationally for South East Asian region incorporating sourcing and supply base development and end to end procurement delivery across business areas including services and indirect spend.• Responsible for developing and delivery agreed service levels to internal customers.• Regional representative for all supply chain activity to align with global standards and policy.• Accountable for regional deployment of global supply strategy and integration with global networks for sourcing and supply chain development.

Key Achievements• Initiated a strategic review of all aspects of the inbound and outbound supply chain in order to baseline existing operations and develop initiatives to improve strategy, structure and systems. • Developed the supply chain strategy for the Definitive Feasibility Study for the mine life extension. The impact of a shift in strategy resulted in a USD$50 million NPV benefit.• Obtained Board level approval for the developing a mine life extension shipping strategy resulting in a shift away from time charter to vessel ownership. Funding for the new build vessels was derived from community based entities enabling a consistent revenue stream for capacity building and community development projects. This strategy incorporated third party ships management is expected to deliver a value proposition of USD$250 million.• Redesigned the inbound supply chain to create a logistics hub in Townsville to reduce shipping cycle times and integrate Australian and international sourced cargo that has eliminated commercial sea freight delivering annual savings of USD$2.5 million.• Responsibilities• Leadership, development and safety management for a department of 500 staff (including Contractors).• Managed USD$80 million of Inventory stored across 5 x Warehouses.• Managed an annual operating budget of USD$100 million.• Managed business wide operating and capital procurement spend in excess of USD$300 million per annum.• Managed a daily 150km road transport convoy comprising 20 x heavy haulage prime movers.• Managed a shipping fleet consisting of 10 x time charter vessels moving 650,000 tonnes Copper Concentrate, 3,000 Containers and 120 million litres of diesel per annum.• Managed the time charter for a Panamax silo vessel for transhipment of Copper Concentrate • Managed an aviation fleet of 4 x chartered rotary and fixed wing aircraft and domestic and international airport terminals with an annual operating budget of USD$20 million.

Team leader for a small group of focused technicians. Develop and maintain guidelines for best practice in the Rio Tinto group. This is an ongoing interactive process and requires ownership from sites and suppliers.Maintain and interrogate a group wide database to support the global metrics and determine trends.Improve collaboration through online forums, connection of sites for common issues, regular face to face and teleconferences and direct secondments to other sites.Engender spread of best practice and facilitate discussion on new technologies with an aim to provide a group wide approach.Visit sites in a structured program to provide feedback on the gap between group standards or best practice and sites practice.Provide direct and targeted support and feedback for sites unable to meet targets.Ensure that best practice will endure beyond the T&I influence period and between reviews.Manage and support an ongoing site training program.

Responsible for the development of the Rio Tinto retread program. Rio Tinto owns and operates an OTR tyre retread factory in Perth to service Rio Tinto Business Units across Australia. Retreads provide an alternative and cost effective source of supply in a supply constrained market environment. Contract Manager with overall accountability to General Manager level for the service provider engaged to operate the factory on Rio Tinto's behalf. Accountability for continued improvement of retread operational performance to deliver a value based solution for mine site customers.Operations management functions including, but not limited to safety management, production planning, maintenance scheduling, customer liaison, production and continuous improvement activities.Financial accountability for budget performance.Conducted Lean manufacturing training for service provider personnel and introduced Lean operating systems to factory processes.Introduced regular performance and financial reporting for all key stakeholders ranging mine site operations staff through to Managing Director level.Increased business unit customer footprint to encompass all Rio Tinto Australian operations.Developed relationships with key stakeholders from mine site operations, technology consultants, OEM procurement managers through to executive Rio Tinto management.Redesigned the logistics and procurement processes with mine site customers to optimise retread casing supply.Engaged tyre management service provider to provide monthly retread reporting to increase transparency and accountability at the mine site level for casing supply.Completed R&D tax concession return generating $600k net benefit for 2007/08.Manager of a Rio Tinto team of 2 FTE's and 10 service provider personnel.

Responsible for Business Improvement product development including alignment & standardisation of operating policies and procedures for RTP business improvement personnel operating within Australian Business Units. These incorporate a variety of product groups including Iron Ore, Coal, Aluminium and Uranium.Management of four full time staff work flow and value delivery.Introduction of Supplier Led Improvement Programmes with strategic suppliers that supported the development of the Value In Use (ViU) process framework and training/coaching to broaden exposure of ViU within the Australian Sourcing team to increase value delivery from AUD$1.9M in 2006 to AUD$12.7M in 2007.Developed & delivered Value Driver Tree training to Sourcing & SDT personnel. Applied Lean processes to manage team effectiveness by establishing ViU Information Centre with weekly review of KPI's, Concerns and review of Master Schedule to enable successful achievement of team targets vs plan.Developed and delivered RTP 2 Day Introduction to Lean training programme.

for business improvement initiatives utilising Lean & Six Sigma methodologies.Delivered AUD$3 million in annual savings in 4 months utilising six sigma processes that optimised travel management procedures for Pilbara Iron mine sites.Conducted strategic review of mobility management opportunities for Pilbara Iron, using driver tree analysis highlighting a further AUD$8-14 million annual savings.Developed detailed Business Cases and project Plans to implement and deliver the identified mobility management savings.

Mining, Costs, Supply & LogisticsDelivered AUD $12 million in on-going annualised savings through improved cost visibility, reporting and accountability for ideas covering Direct Charge, Inventory Procurement and PPE/Spares management. I was solely accountable for the analysis, implementation and performance for all of these ideas.Delivered an 8% (3 million tonnes per annum) increase in total ore hauled that was impacted by improvements in truck cycle and utilisation time involving ideas covering shift change, excavator load cycle and purchase of mobile crib huts.Team member for a Business Improvement project responsible for optimising open pit mining operations and developing site wide cost reduction initiatives based on a McKinsey programme.Conducted driver tree analysis to determine key levers to improve mining ex-pit productivity. Conducted idea generation sessions with mobile plant operators to develop a list of ideas to achieve efficiency targets.Prioritised ideas and worked directly with end users to develop project scope and time frames to deliver identified improvements.Developed a weekly audit and review process to track and audit idea progress.Conducted a Pareto analysis for an annual operating budget of AUD $425 million.Developed areas of focus from Pareto to deliver annual savings of AUD $40 million.Utilised a value/ease assessment to prioritise areas of focus for high value/low risk cost reduction opportunities.Developed cost reduction ideas with action plans and deliverables in consultation with key stakeholders.Initiated monthly cost review meetings for individual departments to develop a cost culture and establish clear accountabilities and actions to address variances.

Managed the formal tendering process including undertaking due diligence and commercial negotiations covering a wide range of service providers for OPEX and CAPEX procurement packages. Completed 'benchmarking analysis' of key strategic Suppliers to ensure best practice was applied to the sourcing of third party products and services.Provided purchasing recommendations of best options and cost effectiveness for the business.Liaised with key internal and external stakeholders to develop tendering and contracting strategies to continuously improve processes and reduce total cost of ownership.

CommoditiesIndividually accountable for management of Forward Purchasing Agreements (FPA) with an annual spend in excess of AUD $300 million. Responsibilities involved the complete FPA process from tender formulation and evaluation, price and contract negotiation, implementation and regular review.Conducted the daily inventory procurement for warehouse stock valued at AUD $58 million.Involved in the continuous review of all FPA to consolidate commodity groups to improve management efficiencies and identify cost saving opportunities. Conducted the monthly reconciliation of consignment and vendor held inventory involving stock issue reconciliation and supplier invoice generation.Worked with suppliers to resolve invoicing and account discrepancies in a timely manner.Managed the processing of new inventory items into the inventory and procurement system.Developed the template and KPI's for quarterly supplier review meetings to analyse quantitative and qualitative measures concerning FPA performance and highlight opportunities for process improvement and cost reductions.Responsible for the repair management process for mechanical spares with an annual repair spend of AUD $50 million.Managed the direct charge procurement process from quotation through to delivery according to company commercial terms and conditions. Annual spend of AUD $17million.

Responsible for all direct charge and inventory related procurement for Pillara Minesite from request for quotation to delivery to site.Identified opportunities to establish new and augment existing FPA's.Managed the off site repair process for rotable spares involving mobile mining and processing plant equipment.

Improved efficiency of Warehouse operations by reducing staff by 25% from 20 to 15 over a 12 month period whilst expanding remote site operations.Managed the procurement, inventory management and logistic functions for a multi-national organisation operating across four countries in West Africa. (Ghana, Burkina Faso, Mali and Guinea)Planned and executed the mobilisation and de-mobilisation of satellite warehouse facilities at various remote mining locations across West Africa.Directly accountable for an annual procurement budget in excess of AUD $5 million.Developed an integrated and co-ordinated procedure with local and international suppliers to supply operations at remote locations across West Africa in the most cost efficient manner.Reviewed and improved department procurement and logistic policies and procedures.Achieved a 4 star NOSA rating for WADS Warehouse operations at Sadiola Minesite (MALI) and Siguiri Minesite (Guinea)Conducted and reported results from the bi-annual and cyclic stocktaking process in accordance with company statutory requirements, achieving an error rate of less than 1%of total inventory for all stock takes conducted.Developed, negotiated and implemented integrated procurement and logistics contracts with local and international freight forwarders and customs agents.Reported monthly department performance linked to KPI's related to inventory levels, stock turnover, procurement costs and supplier performance and developed action plans to address any variances.