PE extrusion and Rotomoulding

The Industrial Services Business unit operates with high specification engineering products and services in the Oil & Gas, Power Generation, Mining and Manufacturing industry sectors across New Zealand, East Coast Australia and the Pacific including PNG.My role within Industrial Services is to manage the operational functions of the business unit from Estimating through to delivery.Duties:• Implement and Lead Safety culture• Manage a staff of up to 200 people• P&L responsibility with operating budget of $20m• Business Development across operational region• Efficiency of processes to deliver product and work packages in full, on time & in spec. • Sub Contractor management• Project Management• Administration, Procurement and Stores• Production and Project Planning• Member of Industrial Services management team (report to Director of operations)

Responsible for overall profitability of the Fabrication and Industrial Maintenance Business Unit. The business primarily revolved around its fabrication capability based in New Plymouth providing high quality heavy industrial products to the Oil & Gas, Power Generation and Manufacturing industry sectors across NZ.Key Achievements:• Zero Harm; Implementation of a cultural change program that has seen Safety stats and engagement of staff across all areas of the business improve significantly. (52% improvement in LTIFR and 40% reduction in MTIFR). • Business Development; Business unit had lacked direction and focus for some time, client relationships and the forward order book had suffered. With very little resources I have managed to refresh past relationships and develop new opportunities through the development of client plans and listening to what clients wanted. I personally have been responsible for campaigning and securing contracts with Mighty River Power, Contact Energy, Vector, NZ Steel and Methanex.• ERP Implementation: JDE implementation was a major change for the business and required standardisation of processes and methods. Lead the Industrial Services area of the business to successful implementation.• Business Restructure; the business has been through a number of changes in ownership over the years but there had been very little updating of its management style or processes. I have develop a long term strategy which will help to focus our direction but more importantly is a tool to communicate to staff where we are going and what can be expected from them. This was important to start dealing with behaviours and attitudes that are blocks to a successful future.

Southern Spars is the world leader in the design and manufacture of Gran Prix and Super Yacht Spars. Its headquarters are based in New Zealand with its world leading design, engineering and manufacturing resources. It also operates manufacturing operations in South Africa and Sri Lanka and recently Norway.Spars where built in a manufacturing environment but the challenge was to mix best practice project management with the flow of manufacturing. Each client and project had its special requirements and innovation which needed to be scoped and designed into the end productDuties:• Manage a staff of up to 100 people• Multiple sites (2 sites in Auckland and Cape Town)• Manufacturing• Management of world class design Team• Development and implementation of operations strategic plan• Production planning• Logistics and stores• Supplier management• Member of the Business Senior Leadership Team (Reported to Chief Operating Officer)Key Achievements:• Establish new Site for Global Headquarters and the state of the art manufacturing facilities, this has become a show piece for the industry in NZ and worldwide.• Increase Output; 29 Rigs manufactured in 2005 to 55 Rigs in 2008. • Technology; In the first quarter of 2010 a 5 axis CNC robot was installed. This was a major step in the process of producing Spars and had the potential to remove up to 25% of the current labour content. • Merger of Marten Spars into the Southern Spars operations. • World financial crisis: In 2009 the sales dropped by more than 40% overall but also fluctuations grew. I address this in part by dropping staff numbers across the board by 30% . A stressful time for everyone but I was proud of the integrity I was able to bring to the process and we worked through the layoffs with very few issues. The conclusion to this process was the retrenchment of my own position in early 2010.

Viscount is a leading manufacturer and supplier of industrial packaging solutions across the southern hemisphere. They operated approximately 20 manufacturing sites from China to NZ with its head office in Melbourne.Viscount NZ had 2 manufacturing sites, Auckland and Christchurch (recently closed) producing injection molded products from approx. 60 machines ranging in capacity from 20T to 1800T capacity.As operations manager I was responsible for all site functions from material procurement and forward planning through to delivery to the client.Duties:• Manage a staff of 100 people• Health and Safety• Manufacturing• Logistics, Procurement and Store• Supplier management• Materials supply• Production planning• Engineering and maintenance• Member of NZ senior leadership team (Reported to NZ General Manager)Key Achievements:• Improved Profits: Implemented Lean manufacturing tools such as SMED and Value Stream Mapping to identify and remove waste from the process. Operating costs remained static year on year while sales increased by 15%, which delivered an improved bottom line in 2004 & 2005.• Reduced Stock levels: During 2004 / 2005 by $500k (25%), with stock turns increasing from 12 to 20.• Reduced work in Progress (WIP) between Moulders and Decoration by linking the production processes. This was completed after my departure and remove 2 FTE’s and reduced lead times by 50%.• Developed the HS & E system, gaining ISO 14001 certification for the Auckland site at the end of 2004.

Overview:United Gooder has since been rebranded United Group Limited (UGL)The Service division predominantly was a man in a van operation supplying mechanical and electrical services in the industrial and commercial sectors.The NZ business was made up of 2 operating units; Major Projects (electrical) and Service. The Service Division had staff operating from bases in Auckland, Hamilton & Wellington.Duties:• Manage a staff of 80 people, approximately 70 of these were in service vehicles across the 3 regions (80% in Auckland)• P&L responsibility of $15m• Business Development and Customer liaison• Administration and Procurement• Project Management• Member of the NZ senior leadership team (reported to General Manager)Key Achievements:• Improved EBIT by 4% by the end of my first financial year through streamlining of internal processes and a waste elimination program. The 2 areas we seen impacts was in billed hours and jobs completed.• Long Term Contract: Secured the divisions first long term Facility Management contract at NZ Dairy Foods site in Takanini ($1.4 m annually for 5 years). • Implemented Division breakfast meetings which involved all staff, the direct impact of this type of staff communication is hard to measure but it was part of the overall improvement the Division seen. • Implemented Lean principals in the administration side of the division to stream line the management of jobs from the call to invoicing. I utilised Value Stream Mapping (VSM) to uncover where the process was being strangled, most of the problems where because requests and paperwork was being handled in a batch method and had to go through to many hands. Some simple changes in roles and responsibilities freed up the process by days.

Group turnover of approx. $300 M, a large proportion was generated from the Auckland siteTotal staff of 250, I had 5 Direct reports and 35 indirect reports.Managed an expense budget of $15m annuallyManufacturing Divisions Auckland & Christchurch with satellite sites in Australia and Malaysia