Gary Beckett Email and Phone Number

Achievements across recent roles:• Increased engagement with major EPC’s resulting in improved knowledge of major projects and key players• Organised presentations to EPC’s and consultants increasing brand awareness and opportunities in areas that lacked focus• Set up NSW business, with a team of 11. This was a new territory for which we had limited market knowledge; sales increased from $1.4m to $5m in 4 years• Recommended business acquisition to enhance company position… Show more Achievements across recent roles:• Increased engagement with major EPC’s resulting in improved knowledge of major projects and key players• Organised presentations to EPC’s and consultants increasing brand awareness and opportunities in areas that lacked focus• Set up NSW business, with a team of 11. This was a new territory for which we had limited market knowledge; sales increased from $1.4m to $5m in 4 years• Recommended business acquisition to enhance company position, increasing market presence and global reach. This included initiating opening discussions of proposed acquisition.• Recommended local presence in PNG leading to the opening of a new territory facility and employment of indigenous staff. This included my providing direction and support to new entity. Responsibilities• Categorise major projects for tracking, identification and direct engagement of key decision makers across these projects• Allocation of project tasks to internal stakeholders• Liaison with regional managers on project pursuit issues• Engage EPC’s, consultants and end users; providing business presentations• Communication with international business partners and customers• Liaise with the GM and Chairman on key Business Development focus areas• Gap analysis; targeting new clients and potential business opportunities• Identification of and assistance with tender responses• Development of publications and engage advertising and event organisers on trade shows and publications Show less

• Established new facility in NSW• P&L responsibility• Determining strategic direction for the region and driving the team• Review and determine capital expenditure against strategic plan• Development of staged forward plan against strategy • Development of budgets• Driving sales forecasts • Chair weekly Sales Meetings• Key customer liaison and managing transition to new business • Present monthly sales and finance reports and performance reviews to… Show more • Established new facility in NSW• P&L responsibility• Determining strategic direction for the region and driving the team• Review and determine capital expenditure against strategic plan• Development of staged forward plan against strategy • Development of budgets• Driving sales forecasts • Chair weekly Sales Meetings• Key customer liaison and managing transition to new business • Present monthly sales and finance reports and performance reviews to GM• Develop and present regional plan to key business partners• Recruitment and performance appraisals Show less

• Responsible for an annual spend of £4.5m (AU$10.3m)• Reduced the time required to generate and process purchase orders from 12 to 3 hours per week.• Prior to my being employed as Materials Manager, the department had a staff of 5, also utilising the services of production staff for kitting. With operational efficiencies staff numbers were reduced to 4, with no need for assistance from production staff.• Introduced a Kanban system into production. This resulted in improved kitting… Show more • Responsible for an annual spend of £4.5m (AU$10.3m)• Reduced the time required to generate and process purchase orders from 12 to 3 hours per week.• Prior to my being employed as Materials Manager, the department had a staff of 5, also utilising the services of production staff for kitting. With operational efficiencies staff numbers were reduced to 4, with no need for assistance from production staff.• Introduced a Kanban system into production. This resulted in improved kitting performance and a 30% overall reduction in the amount of kitting time.• Responsible for development and monitoring of departmental key performance measurements (KPI’s).• Re distributed tasks within the department; this resulted in a much clearer and logical definition of responsibilities in the team and contributed to departmental operational efficiency.• Prior to my employment as Materials Manager, the department was perceived to be disorganised and lacking cohesion. This view was completely changed, to the extent where the Materials Department was considered to be well organised, efficient and had an excellent level of team work.• Developed a departmental project plan outlining the tasks required to continue the improvements and further enhance the departments’ performance.• Liaison with major suppliers on price, stock holding and delivery issues.• Discussions with major suppliers regarding the development of consignment stocks for CFS. Show less