Rafferty’s Garden was a start-up business established in 2007 as a lead player in the Australian grocery market specialising in the production and marketing of premium baby foods. Its products are sold in most major retail chains achieving a #1 market share ranking in the wet baby food category in 2013 with annual sales in excess of A$60m. In 2013 Rafferty’s Garden was acquired by British based International consumer products group PZ Cussons.Core functions as General Manager:• Supply chain management in the context and framework of an outsourced manufacturing framework and start-up business.• Production management including the day to day liaison and troubleshooting with contract manufacturers.• Implementation and coordination QA systems and manufacturing best practise.• Project management including NPD, new market opportunities and margin enhancement initiatives.• NPD for infant food products including normal ‘stage gate’ processes, product development, commercialisation and launch.• HR resource management including KPI setting and monitoring, employment relations, performance management and personal development programs.• Business functions reporting.• Overseeing aspects of the company’s sale and facilitating post-sale integration.Key Achievements:• Established production forecast and packaging inventory model and framework.• Successful product development and commercialisation of 43 new infant food products with a combined annual turnover of greater than A$25m per annum.• Led project to develop the companies own in house QMS (Quality Management System), removing the reliance of external contractors to carry out such functions.• Management team member during company tender and sale process, including due diligence and post-sale integration process into the new Australian based ownership structure. Business was acquired in July 2013 by British based consumer goods group PZ Cussons for A$70 million.

Leading New Zealand winery and multi-tiered brand portfolio with assets in both the Hawke’s Bay and Marlborough regions. Has gained domestic and international sales success and is highly regarded for its Chardonnay and Bordeaux blended reds from Hawke’s Bay. Core functions as Marketing Manager:• Managing the marketing team and marketing activity at Sacred Hill.• Preparing and monitoring annual expense budgets for marketing and domestic sales• Development and deployment of direct marketing initiatives, including marketing collateral for trade and consumer, POS and website development.• Marketing Operations Management including interface with domestic distribution partners and assisting the export sales team with their specific market requirements.• Supply chain management and packaging procurement including ME initiatives.• Brand ambassador for wine portfolio, including wine tastings and wine club presentations.• Conducting brand health reviews including the implementation of qualitative research initiatives.• Product lifecycle management, including project management and design brief, designer engagement, key stakeholder interface and launch phase.• Business reporting.Key Achievements:• Managed the successful rebranding and decoupling of Sacred Hill ‘Whitecliff’ wines, including new packaging and marketing collateral to reflect the brands repositioning.• Development and successful launch of companies Marlborough regional brand ‘Wild South’.• Managed the rebranding of the company’s ‘Gunn Estate’ wine brand, including a complete new brand proposition, packaging and marketing collateral.• Initiated strategic planning framework to guide company growth objectives, brand developmental hierarchy and corporate governance. Included industry and portfolio wide qualitative research review to gain better insights into the companies brand health and marketing opportunities.• Member of the company’s senior management and business strategy team.

Vinotica was a privately owned company, retailing and wholesaling quality wines and luxury food products.

International stockbroker trading and researching New Zealand and International Equities.

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