Michael Holtz Email & Phone Number

Melbourne, Australia

Melbourne, Australia

Melbourne, Australia

Sunshine, Victoria

Contributions and Achievements:• Safety & Environmental- Chaired and led the site towards a Zero Harm safety goal. Currently 395 days LTI free, achieved an 86% reduction in recorded injuries, and lead McAleese group in implementation of Safety Observations. • Commercial- Export sales to Malaysia, Indonesia, Macau, Taiwan, Pakistan, and Vietnam – knowledge of varying regional commercial expectations.- Implemented Salesforce to facilitate commercial transparency.- Increased gross margin on projects from 10% up to an average of 21%.- Delivered consistent growth from FY14-FY16 culminating with $47mil ADF contract to replace 107 aviation refuellers.- Established full time SE Asian office based in KL to support regional growth as well as regional partners in Malaysia and Indonesia • Marketing- Lead name change and rebranding from Liquip Aviation to Refuel International – rebranding essential to distance the business from previous ownership and reenergize culture.• Operations- Improved vehicle delivery DIFOT from 34% to 96% over 6 month period – critical to regaining customer trust. - Delivered $10 million SSB/Pertamina contract for Indonesian refuellers and hydrant dispensers. First deliveries made within 6 weeks of contract award (standard lead time 12 weeks).- Reduced labour hour requirements (380 hours down to 325 hours) for Pertamina program through Lean workshops and establishing standardised work.- Applied lean methodologies and visual management tools including 5S, Kaizan Blitz, KANBAN, value stream mapping, and gemba walks. • Financial- Delivered Revenue growth and EBITDA expectations.• Human Resources- Lead 2016 EBA negotiations through to Fair Work Ratification without industrial unrest- Resource planning and mobilisation of additional workforce to deliver ADF contract (15 new hires over 3 months) - Proactive implementation of Goal Setting and Performance Appraisal of direct reports and their teams.

Hallam & Campbellfield, Australia

Contributions and Achievements:• Appointed as part of the Executive Management team working in direct partnership with business leaders and managers. Challenged to manage across a multi site operation in Campbellfield and Hallam. • Developed operational improvements resulting in a substantial increase in delivery in full on time outcomes. Increased Hallam from an annual average of 85% to in excess of 99% within 12 months.• Aligned production schedules and operational targets to align with client demands and expectations. Saw this reduce premium freight overheads from AUD $900K per month to less than AUD $10K per month. • Provided leadership and training to personnel through effective mentoring of supervisory and leadership teams. Enforced coaching and mentoring successfully delivering a more unified and productive environment.• Saw increased team alliances deliver production improvements achieving in excess of a 75% increase in production outputs remaining at the same resource and labour levels. • Led organisational restructures in direct alignment with the ongoing manufacturing reductions with key customers. Personally delivered operational redundancies providing support to personnel during a 25% reduction in production demands from Ford Campbellfield in November 2012.• Delivered a 2012 EBIT to plan for Dana Campbellfield regardless of a 25% reduction in key customer Ford manufacturing volumes from February 2012. Delivered extensive operational and efficiency improvements to maintain viability of the organisation. • Worked in direct partnership with department managers to align operations and production schedules with business expectations and sales requirements. Ensured customer satisfaction through providing quality production and service outcomes.• Maintained a key focus on OH&S and HSE processes and activities resulting in maintaining the zero harm goal for the business. Ensured ongoing training and guidance on the purpose of safe work practices.

Contributions and Achievements:• Challenged to provide operations leadership including full P&L accountability. Accountable across end to end business requirements including customer relations, sales, operations, parts and service.• Directly led 4 direct reports with numerous indirect reports. Provided mentoring and training whilst actively maintaining performance management standards across the leadership and management team.• Appointed as part of the Natural Gas Vehicles Australia (NGVA) Executive Committee. Utilised this opportunity to input into the organisations strategy and ongoing saturation across the industry. • Supported national sales activities including representing the business as the executive on large-scale negotiations and opportunities. Assessed each opportunity from both a strategic and revenue perspective. • Introduced and commercialised the Volvo Genesis EDGE 13L 460 HP Dual-Fuel™ system in Australia driving the introduction into the Australian market through:o Developing the commercial offering to ensure that margins were sufficient to support vehicle conversion and implementation.o Sourced and negotiated a pipeline of initial sales opportunities.o Liaised across the business internationally managing the coordination of the technology transfer from the UK.o Managed localised engineering for various chassis configurations as a technical specialist and business leader. o Trained local Volvo Dealerships on the maintenance requirements of Dual-Fuel Vehicles to widen the support network for the product at minimal cost.• Introduced and commercialised the HAWK C-15 Dual-Fuel™ system in Australia• Developed a low cost system that allows for remote diagnostics of Dual-Fuel™ vehicles enabling technicians to control diagnostic computers and web-conference with customers directly.

Contributions and Achievements:• Achieved a steady improvement in performance efficiency (75% 2005, 78% 2006, 82% 2007), scrap reduction (5.9% 2005, 4.2% 2006, 3.0% 2007), and overtime ($2.1 Million 2005, $0.6 Million 2006, $0.7 Million 2008) in the moulding operations through strategic and operational leadership.• Raised customer delivery rating from 75% in December 2005 to a sustained 100% in July 2006 through implementation of visual scheduling and tracking. • Led the successful integration of offsite tooling facility (Metro Tool & Die) to the Campbellfield facility and full integration of Craigieburn warehouse operations into Campbellfield and Reservoir operations.• Drove a maintenance reorganisation to improve facility uptime and improve efficiency of scheduled maintenance. Achieved a reduction of maintenance and tooling spare parts inventory by $350k through introduction of supplier maintained consignment stock.• Established manufacturing systems and human resource processes at Venture’s Reservoir site (Greenfield) to reduce labour costs from $280k per week to $125k per week over a 3 week period. Saw labour costs further reduced to $65k per week through the commissioning of automated work cells.• Identified and developed employee skill levels through in-house training and 3rd party courses in areas of personnel management, interpersonal skills, and technical ability• Restructuring operation pattern in line with reduced customer demand – including production levelling and shift rationalisation. Utilised skill development to improve overall business performance and production targets. • Managed the CAPEX and capacity planning for 2008 to facilitate the Ford ORION program. Saw this through including machine upgrades, new automation facilities, and new technology implementation.• Provided efficient resolution of Occupational Health and Safety Issues with a focus on proactive identification and elimination.

Contributions and Achievements:• Challenged to undertake full accountability and manufacturing responsibility for the Injection Moulding Production. Aligned and improved production reporting to eliminate an annual $1m write off of work-in-progress and scrap whilst overseeing an AU $100MIL annual turnover operation.• Used product based costings to identify and outsource non-profit generating products. Recommended the strategic direction relating to specific products utilising costings to obtain support from management teams.• Managed numerous lean manufacturing activities ranging from labour savings to material substitution programs generating $2m annual savings. Provided leadership and training in lean strategies for all personnel to increase awareness and understanding of business improvement projects. • Implemented automated de-moulding and assembly stations. Saw this initiative increase production targets whilst improving the quality and output for the organisation. • Provided change management and personnel leadership across the implementation of new technologies, products, tooling and facility commissioning and overall business quality and production outputs.

Shanghai China

Jiangyin Venture Interior Systems is a joint venture in Shanghai, China providing cockpit modules and other interior components for Shanghai General Motors and Jinbei-Brilliance.Contributions and Achievements:• Led across personnel and processes specifically for project management, product costings, new technology implementation, new products and tooling. Appointed key focus for the Jinbei-Brilliance M2 Program.• Implemented product based costings that were used to prioritise and lead customer and supplier negotiations.• Led numerous successful contract negotiation with international suppliers including Chinese and Korean as well as with customers regarding the M2 program. Represented the business in numerous business communications. • Managed a $1.4m tooling program in China, Korea, and the US to support M2. Provided operational and financial leadership ensuring the ability to maintain project and production targets. • Delivered the M2 initial interior prototype program consisting of Instrument Panel module and Door Trim components. Provided technical and strategic leadership to support the delivery of program recommendations through prototypes.

Contributions and Achievements:• Appointed full manufacturing and cost responsibility for specific projects including the Ford Falcon Instrument Panel and Console units. Responsible for products forecasted to provide the business an AU $60 mil annual turnover.• Led across all aspects of product development and integration for future Ford and Toyota interior programs. Represented as a technical specialist and engineering leader on behalf of the organisation. • Requested to operate as the liaison for product launches and current production maintaining strategic communications with key customer contacts. Directly liaised with senior executives and technical leaders within the industry. • Delivered the product launch of BA Falcon managing the transition from AU production to BA over a one week ramp-down / ramp-up process. Project managed the production line conversion within 18 hours to suit the new model. Obsolescence cost for changeover achieved at less than $10k with previous projects AU $500k. • Project managed continuous improvement activities generating AU $925K savings for 2003 including a labour reduction of 12% and closure of off-shift production using lean and activity based costing techniques. • Achieved a reduction of customer quality concerns from an average of 5 issues per day in Q1 2002 down to 0.25 issues per day average for 2003.• Led the commissioning of $3.5 million of new facilities and technology in 2002. Primary system was an open pour polyurethane used for instrument panel production as well as the commissioning of $2 million of new injection moulding and press metal tooling in 2002 then $2.7 million in 2003.• Achieved the development and implementation of new In Line Vehicle Sequencing (JIT) delivery system for Instrument Panel assemblies in line with industry expectations and standards.

Mba, Strategy & Operations

Ba, Applied Mathematics & Mathematics

Activities and Societies: Lovett College