South Australian Peak Body, member-based organisation that seeks to develop and protect the interests of its Commercial Fishing industry sectors www.wfsa.org.au

Executive coaching; remedial coaching; high-performing teams and team alignment programs; board reviews and governance training; strategy facilitation and business improvement; executive on-boarding; M&A

Westons was the number two player in the Australian biscuit category; market leader in the packaged cake category; approximately 1,000 employees deployed across three manufacturing sites, which I lead from January 2001, through to its sale to Arnotts (and others) in July, 2004.Major brands included Wagon Wheels, Quatro, Choc Wheaten, Addictions, Ryvita, Top Taste, Westons, Westons Wonders, Fine Fare. Business serviced major retail chains, Food Service, Export, Route & toll manufacturing for Kellogg's (Komplete Muesli), Unilever (Streets Icecream Paws), Lions (Lion’s Fruit cake) & several others Woolworths, Coles and Metcash represented > 85% of my business; maintaining consistently high DIFOT scores and demonstrating sound category management skills was a necessary prerequisite to getting a respectable share-of-shelf at eye level!

Major brands included Dowell Windows, Wunderlich Windows, Boral Windows, Juralco, Amplimesh Sharkurity Grilles.Boral windows comprised 3 business streams at the time: Extrusion of aluminium billet, Fabrication and Lineal Distribution. While the Extrusion and Lineals distribution businesses were profitable, the Fabrication Division of this $200m group was losing $12m pa prior to my appointment. My team and I addressed this by simplifying the business; we reduced manning, re-balanced our product offering, simplified the estimating system and lifted service levels from 22% In Full On Time Within Spec to over 94%, while reducing re-work from 78% to < 8%.

Group comprised:Boral Tyes, Bandag Manufacturing, Melocco (Dimension stone), Belltread, Boral Johns Perry (heavy engineering).Boral Tyres Pty Ltd was Australia’s largest Independent Retail network of (50) Truck Tyre Service Centres at the time.Bandag Ltd was (and continues under Bridgestone's ownership) Australia’s market leading extruder, marketer & distributor (through network of owned & franchised retail outlets) of Truck Retread Technology, Products & Systems.Melocco Pty Ltd was Australia’s largest vertically integrated Dimension Stone (granite, sandstone, marble) business, providing cut-to-size sales to other commercial installers,& slab sales to other stone processors. Boral Johns Perry (formerly Perry Engineering) was a large scale heavy engineering job shop which built, among other things, Taclop (mobile loading system-Hercules Aircraft) and the Bush Master (Armoured Troop Carrier)

Brands included Boral Bricks, Wunderlich Windows, Dowell Windows, Montaro roof tiles, Boral Plasterboard, Boral Timber, Boral Masonry.My brief was to work closely with the MD to establish the vision for the Group and help craft the strategies to help achieve it.Played a key role in identifying a clear direction for the Group that helped galvanise what was a a set of loosely related, inwardly focussed building materials businesses into an integrated, tightly managed & customer focussed business set; personally lead several major change programs across our Timber Division ($320m pa) & our Windows Division ($200m revenue pa.); had carriage of several large ($200m acquisition opportunities)

As Director Business Development at Lion Nathan’s SA Brewing I was the Torch bearer for SA Brewing’s ‘Class A’ (Oliver Wight Best Practice model). My team and I took the brewery from being a “Class D” Company i.e. lacklustre strategic planning capabilities, underdeveloped manufacturing processes, ineffective sales execution strategies and inconsistent people practices and quality, to a ‘Class A’ Company in a record time by demonstrating excellence in Sales and Operations Planning, with particularly strong capability developed in Strategic Planning, Supply Chain Management, Distribution Requirements Planning (DRP), Sales and Marketing Activity Planning, Sales Execution and People and Teams.SA Brewing became the 8th company in the world at the time to achieve 'Class A' status in all chapters of the Oliver Wight Best Practice model.

Major brands included Laminex, Lamiwood MR, Corian, Lamipanel, Craftwood.Business imperative at the time was to reduce costs (manning, working capital, warehousing and distribution) while simultaneously raising service levels & maintaining profit levels at a time of significant industry destabilisation; my team developed innovative point of sale solutions that were subsequently embraced nationally; was widely regarded as an early adopter of growth products & successfully penetrated markets that other regions could not. Made tough decisions re senior staff changes.

Laminex had to undergo a renaissance in order to stay relevant in its key markets at the time. My HR team and I played key support role to Group GM in upgrading senior management team & the development of programs that helped transform the company from a 'sleepy' 1960’s style operation into a vibrant , high performing organisation which was subsequently described as the “jewel in the BTR-Nylex crown” at the time.

Was responsible for the complete HR function including IR, Recruitment, Performance Management (including all piecework bonus systems), Talent Management as well as the plant's Industrial Engineering function.