Hana is designed in Australia by people who love bamboo fabric and clothes that feel good, and make you feel good too.I work with the team to support their decision making and overall strategy development, with a particular focus on the brand and product development strategy including sourcing plan that delivers on the quality and ethical requirements of the brand. http://hanaintimates.com

Rainbows and Sunshine is a NFP self-funded social enterprise, that produces children’s songs, 3D animated children’s videos, illustrated story books and toys for the age group 0-7 years. Our purpose is to donate books with the matching songs, to children who are disadvantaged, underprivileged or ill, and to the organisations, community centres and churches etc. that support them.

I work in an advisory capacity for this innovative Australian online custom made fashion business as they take their growth plans to the next stage.

In this role oversee governance and risk, strategy development and execution and succession planning for the water corporation. I am also a member of the Safety Health and Environment (SHE) Committee.

I worked in the role of CEO, responsible for managing all areas of the business.Key Achievements:- Established a formal reporting structure with a complete review of processes and procedures.- Reviewed the product portfolio to focus only on winning products with a 90% reduction inSKUs, minimising margin erosion and capital committed to stock.- Managed Cash Flow and Balance Sheet implications within a small business.- Kept the team engaged as we work through a major change program.

In this role I was responsible for preparing the following year’s budgets. I developed two newTarget-owned brands of stationery, including the product range and the brand name for both. Isucceeded in reducing the Stock Keeping Unit (SKU) count across the business group. I was able to re-engage a key supplier to jointly build strategy and commit to achieving 20% growth in the first yearPrior to this, I worked with Target in two capacities:GENERAL MANAGERSourcing, Design & Quality (Director of, TGT Sourcing India Private Limited, and TGT China.June 2011 – December 2012In this role I was responsible for creating a direct sourcing strategy, which took Target’s sourcingfrom 27% to 41% direct in year one, and was on target to achieve 60% direct by year three.I developed a category-based centre of excellence approach for major product segmentsacross the Asian sourcing offices i.e. women’s apparel, inner wear, shoes and accessories, andhome wear.I led the design team during a difficult transition phase as Target moved towards being designled.I was also responsible for Corporate Social Responsibility (CSR) Policy in regards to internationalsourcing across Bangladesh, India, China, Indonesia and others. This was a major governanceissue and risk management focus for Target.CHANGE CONSULTANTDecember 2010 – June 2011I completed the process review of product development across the organisation, from productconcept to delivery to store. This included the production of a procedure manual, asimplification and clarification of processes, and associated training.Key Achievements:- Successfully developed two new brands of stationery.- Reducing SKU count across the business unit thus reducing complexity and margin erosion.- Moved Target’s sourcing from 27% to 41% direct in year one, and 60% direct by year three.- Complete revision of process and procedures across product development and sourcing.

In this role I completed a strategic review of all brands within the group (in excess of 40), with afocus on super brands such as Bonds, Berlei, Holeproof and Jockey. I reviewed our competitiveadvantage and major customers who all sourced from overseas, to determine the need totransfer the remaining 10% of underwear and hosiery production offshore.

During my time in this role, I conducted an evaluation and major revision to the companycorporate social responsibility (CSR) program. I introduced supplier ratings and audits tomanage risk and ensured Pacific Brands behaved responsibly and ethically.I also reviewed operations to reduce costs and deliver greater speed to market, resulting in jobmovement from Australia to Hong Kong and more often China or closer to our source.At the same time we reduced our supply base and renegotiated pricing based on highervolumes for fewer suppliers.

In this role I was the General Manager (Berlei) & Director PTB Indonesia and undertook operational improvements to reduce complexity, margin erosion and to grow stock turn on key performing lines. There was a major focus on supply chain savings, which included moving Australian production offshore to our Indonesian factory thereby increasing product marginsI repositioned Berlei by launching Barely There, with a comprehensive marketing campaign overtelevision, magazines, outdoor, digital, PR and inshore activation. Berlei became Australia’s number one bra for the next decade.Working closely with Australian Insitutute of Sport, I also developed the technical side of sportsbra creation marketing and innovation.

I drove operational efficiencies to increase EBIT from 2.5% to in excess of 10%. I also increasedservice levels to customers, decreased stock, decreased lead-times for manufacturing andincreased margin and customer satisfaction.