Reporting to the Procurement Manager of Australia’s largest co-operative, this role involved strategic management of the road going fleet, comprising 290 light and heavy assets with a cost base of $27m. Expanded to also include HQ property management.• Delivered $2.9m bottom line fleet and property savings in 2 years • Reduced team headcount from 3 to 1.8 • Removed 22 single driver vehicles at HQ and transitioned to external pay-as-you-use pool fleet• 95% of light vehicle replacements were to a single model and spec. Previously 20%.• Vehicle telematics and tracking system update – reviewed requirements, shortlisted suppliers, conducted tender, delivered enhanced capability for 40% reduced cost • Led project to investigate enhanced working capital management strategies for entire business – extending DPO, factoring, reverse factoring, inventory financing, credit cards.

Providing financial and operational support to GM of a CBH subsidiary in a turnaround phase. • Forecast turnaround time to profitability reduced from 24 months to 15 months• Stock on hand reduced by 80% through trading strategies and forecast modelling• All 4 long standing Internal Audit compliance issues were closed off• $120k marketing and export grants claimed

Managing budgeting, forecasting and month end processes to multiple business units in the Trading, Operations and Engineering divisions. Providing analytical support and commercial insight to managers.• Month end cycle reduced from almost 3 weeks to 4 days • Led a project to successfully automate daily interface of external FX futures files into SAP. Saved 30+ man hours per month. • Designed and implemented month end process from scratch for a unique business unit. Greatly enhanced manager confidence in financials and closed off long standing Internal Audit issue.