Blinds manufacturer—Transformed Manufacturing, Quality and Engineering process Aged care. —Reequipped new centralised laundry facility“Pukka” brand organic herbal manufacturer —transformed Quality and Operations processPOS manufacturer- restructure Supply Chain—Implement Continuous Improvement and Process Improvement assignments using 5S and Lean methodologies

Active turnover $100 million and are the Australian number 1 POS manufacturer with a strong customer base of household name FMCG clients.Called in by CEO to review Supply Chain and provide Customer credibilityImplemented major manufacturing footprint change, six sites to three, saving $1.3 million pa* Conducted Pareto analysis of customer base to eliminate smaller customers(99% of revenue came from 50% of customers)Significant complexity reduction.*Implemented new Purchasing strategy (including recruiting new Purchasing Director) to reduce annual cost by $900k*Restructured Project Management Group to manage by customer not factory location. Recruited new Project Director* Implemented Lean methodology* Mentoring key Supply Chain Managers.

Direct all Supply Chain activity for the Yeast and Bakery Ingredients business in ANZ $140 million turnoverAs Supply Chain Director I was responsible for all aspects of the process from material purchase to Customer delivery including logistics, Quality and Engineering

$50 million turnover, two factories Australia and one NZ• Changed regional performance from losses (2005 and 2006) to $4.5 million profit through multiple cost saving, margin improvement and procurement programmes• Developed new product in Bakery ingredients market, increased sales $1 million• Managed compliance of effluent treatment system and product quality after multiple failures at key site, reducing cost by $1.5 million pa• Restructured the Management team and Engineering organisation saving $500k and improving quality

• Directing Strategic change to Global sourcing footprint to reduce cost by £3 million pa and improve product• Direct International Manufacturing and Engineering operations on seven sites in France, UK, USA, and China. Responsibility for 700 employees.• Increased profitability by 15% by rationalising product range, directing multiple cost saving projects and eliminating the Central engineering organisation Increased customer service level through group sourcing and simplification programmes• Reduced processing cost per million bags by absolute 15% over 4 years while inflation ran at 4% pa

TAMBRANDS PLCTambrands had a turnover of £100 million pa and are a subsidiary of Proctor and Gamble. The product is a Class II medical device subject to strict GMP controls• Reduced cost per unit by 28%, saving £2million• Responsible for all business activity on the site• Led the delivery of an innovative new product to the European Market, sales £4 million• Implemented a new SPC driven Quality Management system• Led European MRP implementation programme