VECCI is a supporter of Enterprise Connect which is a Federal Government initiative designed to improve productivity, profitability and global competitiveness of small and medium enterprises in Victoria. Employed as a senior Business Advisor I work directly with the leadership team of eligible firms across manufacturing, professional services, transport and logistics, resources and clean technology to complete a “top to bottom” business analysis and executive action plan for business improvement. The review also acts a gatekeeper and facilitator for accessing further Federal Government grants to support the agreed action plan.

Working on business development opportunities for Quality Logistic Services Australia (QLSA) across the Oil and Gas, Chemical and Agricultural markets.

Reporting to the Asia Pacific Sales Managers for both Basestock and Asphalt , responsibilities included the in-country management of Asphalt sales out of Altona Refinery, sales of Basestock product ex third party facilities to major lubricant manufacturers, as well as the management of a property portfolio supporting major road laying companies. Key achievements were:1) Working with the Global and Asia Pacific leadership teams I developed and executed a 3 year strategic plan to double the size of the Australian Basestock commodity business so that it was economically positioned to be sold to a new in-country distributor in 2011. The project necessitated extensive market analysis, customer strategy development, economic / P&L modelling and a detailed tendering and selection process. It was also completed in an environment of significant structural change within and outside of the company. To support the sale and future product supply lines a large pre-sale investment in third party bulk storage facilities in Melbourne and Sydney was implemented in 2010 to ensure the long-term viability of the project.A key component of the project was the business development support provided to the Distributor before/after the business sale. This involved training their management on the bulk supply chain logistics, quality systems, contracts and auditing their key business processes.2) After extensive analysis, designed a new and simplified pricing model for large Asphalt (bitumen) Strategic Customers so that they had improved transparency and understanding in regards to standard, interstate or project related pricing.3) Negotiated and directed an agreed closure plan for bitumen sales out of Altona Refinery as part of a business restructure. The impact of this closure was enormous for the Victorian Road Laying industry, however with extensive negotiation, communication and a product rationing process the project was completed on schedule with little customer impact.

Reporting to the Australian Automotive Sales Manager, responsibilities included team leadership, strategic direction, the development and implementation of a new Commercial Vehicles (CVL) product line and supporting marketing material, and high level management of three large strategic private label accounts.Key Achievements:1) Working and negotiating with Global technical advisers and the local Manufacturing organisation, designed and implemented a new CVL product line that not only aligned to the new upcoming Australian vehicles emissions legislation, but also optimised production output with reduced costs, providing a stronger and more globalised brand image with improved product performance to customers.2) Led the local Private Label sales team and supporting global organisation in tendering and winning a prestigious private label account. This was a detailed exercise requiring two years of analysis, preparation and product line development to finally be successful resulting in a substantial volume of new business.3) Negotiated and implemented a new simplified pricing methodology to improve the bottom line economics for the large Private Label accounts.

Leading a team of 12 Supply Chain Specialists, managed all production and supply chain planning for the Yarraville and Colmslie Lube Oil / Grease manufacturing sites in Australia. Included leading the S&OP process, supply chain efficiency studies, warehouse production line optimisation, tank reallocation and rationalisation, supplier management and auditing, and product line introduction / deletion.Key Achievements:1) Led the Project team to successfully plan and co-ordinate the closure of the Colmslie Lube production leg and integrate all volume into the Yarraville plant. Managed the detailed production planning and supply chain logistic changes, staff relocations, while all the time working closely with the Manufacturing group to ensure their plant optimisation work was meeting the agreed timeline. 2) Undertook a warehouse optimisation study to determine how to improve product supply levels to customers. Successfully developed a new model based on product line optimisation, S&OP planning and new expanded off-site warehousing, leading to a dramatic improvement in DIFOT.3) Working with a major outside supply logistics provider, agreed and implemented new manufacturing protocols and methods to ensure compliance with new company manufacturing control standards. This enabled the supplier to successfully pass two audits and continue as a long term provider of logistic services.4) Directed the project team to implement new Global small pack bottle designs into the Manufacturing plant. This was an extensive and successful project requiring leadership of a broad team made up of persons inside and outside the organisation including production line staff, engineers, and bottle and cap manufacturers.5) Led the Sales and Operations Planning (S&OP) implementation within the Lubricants division, taking responsibility for developing product line families, running monthly S&OP meetings and gaining cross functional support by selling the benefits of the new system.