I lead a global team in the creative development, manufacture and distribution of artist paints materials in the fine arts, education and creative industries. We support leading retailers and distributors through B2B/B2C partnerships in 9 global markets with a portfolio of OEM, owned and licensed brands. Driving a critical transformation challenge in the US and Australia, rewarding highlights to date include: * +15% sales y-o-y increase in one market in the last 12 months. New customers, new product, and targeted go-to-market strategies.* 15-30% cost reductions in select raw materials & operating expenses in both markets, against a challenging backdrop of post-covid inflationary pressures.* A challenging group-wide re-organisational structure; fresh new team expertise, expense reductions elsewhere, achieved with minimal disruption to business continuity and financial goals.* Improved manufacturing disciplines: new OHS work practices, new QC protocols, and a comprehensive Enviromental Management Plan (EMP).* FY24 P&L results have met forecast goals. And a portfolio of 8+ new financial, operational and governance reports (built on scarce data and poor ERP infrastructure) quantify challenges and reveal new opportunities.* The next exciting 3 year budget/annual operating plan (AOP) reflects a comprehensive strategic growth plan - built from market / distribution channel analysis, margin insights, operational improvements and clear account management plans.

* Secured the exclusive distribution rights for a premium European apparel brand to commence distribution in Asia Pacific, Australia and New Zealand.* Created an e-commerce strategy for an established lifestyle brand in the Australian homewares sector.

* I led the global sales review AOP/S&OP process for this luxury furniture & homewares manufacturer/retailer with 40 DTC luxury retail spaces, 100+ B2B customers sold into 50 countries (inc. AU/NZ retailers). The scope included market dynamics, competitor/channel analysis, customer profiles, risk assessment, resource and supply chain challenges.* The APAC region contributed 29% of the company’s total sales growth in YE 2017, delivering an incremental USD $4.0m sales growth.* Double-digit y-o-y growth with key AU/NZ retail partners through improved supply chain efficiencies and incentives programs. * Market entry success in Korea and India. Challenges included localising brand communications, licensing negotiations, new-market sales projections, legal compliance and supply chain solutions.

* Transformational results in Hong Kong flagship retail stores within 18months - 3x boost in ave transaction values and 30% sales growth in our interior design customers.* Proudly coached the APAC flagship retail team in customer service excellence to win a 2016 global-best customer service mystery shop award. * Led cross-functional teams in complex challenges across a multiple regulatory environments e.g import compliance, trademark/legal protocols and E2E supply chain efficiencies

* Achievements included merchandise training for wellness brand Comvita (HK) Ltd, product development services for Australian retailer Taking Shape18 (apparel) and select small European brands.

This role held P&L and China ‘Legal Representative’ accountability for the China market. The closure of the local licensee operations included the termination of 50 local staff, lease transition for 10 retail stores, and complex local regulatory compliance obligations.* New company start-up success: local team recruitment, profitable assortment plans balancing domestic vs imported product margin complexities, and collaboration with QC & logistics vendors.Unfortunately this company closed its’ international operations in 2009 due to financial downturn.

APAC P&L accountability for surf lifestyle brand Billabong Int, 3 brands in 5 territories. We opened/ renovated 30 retail spaces across multiple retail footprints within 24 months. *Aggressive market scale activated through the negotiation of multiple distribution agreements with established regional partners, anchored with clear CAGR and IRR benchmarks. * Simultaneously I led the successful acquisition of a Billabong Singapore licensee back to corporate ownership. Challenges included cross-border due diligence, lease novations and the sensitive transition of 45 employees to a new subsidiary.* Established a new APAC go-to-market process, 7 seasonal range presentations, new Asia-specific designs and localised brand marketing programs.

This business provided sourcing & OEM product development services to retailers Priceline Pharmacy Group, TVSN Shopping Network and Australia Post stores.* I managed the entire sourcing, import and sales process including China factory relationships, QC, shipping, and packaging procedures to meet retailers' import regulations.* A consultancy project for Billabong Int. within this time led to Hong Kong appointment shown above.

A challenging transformation project. Responsibility included P&L management for 215 staff in 43 stores. We achieved 2001 YE budgets and Qtr1 sales in 2002. This business closed in 2002 when Swarovski International re-directed resources to its’ core brand business.

With Nike USA, I led a business analytics team to identify retail expansion opportunities for Nike product (+10,000 SKU’s) sold in 3000 retail doors in the USA market. Four newly created-annual reports presented insights, KPI’s and growth opportunities to the US executive leadership teams. * Our team built strategic growth plans for key customers and I conducted negotiations with key retailers in the USA market.