As a Senior Advisor, I specialize in elevating supply chain and procurement efficiency and performance across diverse sectors, including automotive, retail, food and beverage, and apparel. My focus is on driving transformation through strategic procurement initiatives to help companies achieve their operational and financial goals.At AlixPartners, a globally recognized consulting firm, I leverage a results-driven approach to tackle complex business challenges. Our team combines deep industry knowledge with a robust suite of proprietary tools and insights, enabling us to deliver impactful solutions swiftly and pragmatically. We pride ourselves on our ability to address critical issues effectively and generate sustainable outcomes, ensuring our clients thrive in a competitive landscape.Passionate about facilitating meaningful change, I am dedicated to helping businesses navigate their most pressing challenges and reach new heights of success

Reporting variously to EGM Enterprise Services or the CFO and leading a team of 9 direct reports and an overall team of 40. Responsibilities comprised managing annual procurement expenditure of $3BN from 7000 suppliers across a broad range of categories, including raw materials, consumables, transport, maintenance, capital and equipment, production operations, mobile fleet, IT, HR and professional services. Initially appointed to orchestrate change to the procurement operating model, procurement spend was fragmented, and the team had poor engagement with stakeholders, leading to poor overall commercial outcomes. Working closely with the CEO, CFO, and the broader executive team, launched and redefined the procurement strategy and execution through Category, Supplier, Team Excellence and Digital programs to generate more favourable commercial outcomes, redefining the business partnering approach and building team capability and culture. In addition, looked for ways to generate positive EBIT impact, working capital optimisation, and broader value creation through risk management, innovation, supplier performance management, and increasingly sustainable procurement.

Reporting to General Manager Commercial and responsible for leading a small team. Was initially appointed to drive commercial value on The Supply Chain Transformation Program. The business was going through a period of growth through organic (Project Magnet/Iron Ore expansion) and M&A (Smorgon Steel) and had a fragmented, decentralised, and siloed approach to supply chain management. Key focus of this role included improving sales and operations planning, optimising inventory and service levels, and elevating transport planning and execution whilst generating improved supply chain performance management. In addition, taking responsibility for leading several critical projects across the organisation to deliver material commercial results.

Reporting to the CEO and having responsibility for the delivery of the business’s most complex engagements. Initially appointed to deliver work with clients to solve key business problems, this developed into increased responsibility for client engagement and business development. Clients ranged across different industries, including Bayer Healthcare, GSK, Pfizer, Unilever, DHL, Orica, CP Group (Thailand), and Siam City Cement.A key focus was developing and implementing transformation programs through strategic supply chain solutions across supply chain planning, distribution network design, cost to serve, and operational excellence streams.