I engage in partnerships with a network of global clients, working together to implement Operational Excellence throughout their supply chains.

Business Partner leading multiple blue chip companies in implementing Operational Excellence.CCi Global Manufacturing Excellence content expert with extensive shop floor to exec level deployment experience in most aspects of lean.

As part of the senior leadership team, responsibilities included the leadership and direction of the implementation of Manufacturing Excellence (MEX) at Tooheys Brewery, The MEX process is a structured and holistic approach to the implementation of sustainable lean methodology, requiring the commitment of all tiers of leadership. The MEX process is based on "CCI" "TRACC" methodology and is the core of the production systems in such companies as DuPont, Kellogs, Heinz, Alcoa, SABMiller etc. I believe I have gained unique skills in the leadership of lean from start up to WCM. Specific areas of leadership experience and training capability being: leading and managing cultural change at a senior leadership level, 5S, Visual Management, Focused Improvement, Autonomous Maintenance, Leader Standard Work and Asset Care.

Responsible for implementing performance and practice improvements in Qantas Ground Handling Operations through the application of Lean Manufacturing Principles such as Visual Management, 5S, Focused Improvement and Teamwork. Direct responsibility for 180 employees through 4 duty managers.Achieved implementation of cultural change through application of communication processes, leadership structural changes, addressing performance issues at all levels.

Responsible for packaging and brewing operations at one of Australia’s largest and most diverse brewing facilities.

Key deliverables: Safety, Productivity and Quality against KPI's and implementing change management practices to provide continuous improvement.Met and exceeded KPI’s in the maintenance of semiconductor manufacturing equipment through the leadership, management and development of a group of 30 maintenance engineers (trades people) and mentoring of team leaders. The teams were responsible for maintenance of over 200 robotic lithography manufacturing and metrology units on a shift basis. A key achievement of this position was transforming an under performing team to achieve and exceed KPI's as a self managed entity allowing my further development into a the Production Management role.

Production Manager of 25 Light Tyre Inspection and Warehousing technicians in a 24000 tyre/day factory. Responsible for team safety, quality and output. Specific focus on quality of product and the accountability of operators to achieve it. Regularly filled in for Acting Head of Department (150 people) in his absence. Training included 6 months in Industrial Engineering, followed by responsibility for project improvements to facilitate expansion of tyre volume and product range in the inspection and warehousing department.

Responsibilities included determining, proposing, implementing and managing projects to improve productivity in steel production. Implementation and trialling of new equipment, the management of contractor de-installation of heavy engineering equipment. Redesign of equipment and a large slab cutting bay.