Accountable for developing the strategy and deployment of end-to-end transformation initiatives, with a team of process re-engineering experts deployed across five businesses and 4,500 colleagues in CBA’s Group Operations.

Accountable for a team of process re-engineering experts and leader coaches, to re-imagine customer experiences across three businesses and 2,400 colleagues in CBA’s Group Operations.

Leading a team of process design engineers to uplift the operational performance of Group Operations businesses, with 1,200 colleagues across three States. This included deployment of the Group Operation Transformation program, responsible for business process redesign, as-is diagnostics, target state solutions, and benefit realisation for CBA’s investment in automation and robotics.

Managing a team of productivity practitioners to deploy process and system enhancements, improvement initiatives, change governance, and learning opportunities within the CommInsure Life Customer Solutions business. Included specific Insurance Claims optimisation through the delivery of Six Sigma methods in conjunction with CBA's productivity framework and toolset.

Consultant engaged to implement Lean Six Sigma projects, currently within the Education industry. Optimisation of business processes through DMAIC phases and client engagement in lean methodology, driving waste reduction, resource efficiency and business capability.

Management of Alcoa Business Systems (ABS) to Australia's rolling and recycling operations.Driving a team of continuous improvement leaders with accountability to:- Optimise processes though implementation of ABS tools – focussing on waste elimination and lean manufacturing principles, to drive business goals in EHS, Finance, Productivity, and Quality.- Develop skills of operators and leaders through team training and employee engagement.• Drive Lead Team process for strategic action planning of business excellence and growth.• Facilitate Continuous Improvement events targeting profitability through product recovery, waste reduction, cycle times, tool changeovers, machine reliability and labour utilisation – developing a culture of lean manufacturing methodologies.• In 2013, extended responsibilities to include Production Management of Canstock, incorporating 60 employees, with ownership of the site bottleneck processes, and critical customer quality accountability. Lean Six Sigma skills development and project management.

Accountable for continuous improvement of manufacturing profitiability, sustainability, safety and asset utilisation through:- management of engineering department (team of 5)- capital project management (~$4M/year)- cultural change and lean workgroups- technical skills development of production and maintenance staff.

Management of all capital projects into the principle manufacturing facility, from concept to submission, budgetting, implementation, commissioning and handover.