• Led the strategic overhaul of 16 departments, driving operational efficiency and productivity.• Championed a cultural transformation, fostering a "Can Do" attitude across the organisation, enhancing staff morale, and improving cross-functional collaboration.• Led safety initiatives, including the development and implementation of a comprehensive Site Traffic Management Plan, ensuring compliance with WHS and environmental standards.• Increased revenue by 20% through innovative process improvements, streamlined production workflows, and enhanced customer engagement from enquiry to payment.• Implemented quality control protocols and performance management systems, ensuring consistent delivery of high-quality signage products and exceeding customer expectations.• Fostered collaboration between Sales, Production, and Installation teams, ensuring alignment and support to enhance team performance and customer satisfaction.

• Oversaw operation of two distinct business units—Emery Engineering and Emery Electrical—streamlining processes across production, safety, sales, and customer solutions.• Drove a 30% increase in revenue by introducing new customers and diversifying product offerings, strengthening market position and customer engagement.• Led cultural transformation initiatives, instilling a "Can Do" mindset that improved team morale and collaboration across 20 employees in various roles and skill levels.• Maintained ISO 9001 Quality Management System certification, ensuring compliance with industry standards and reinforcing a culture of quality and operational excellence.• Directed end-to-end project management, liaising with stakeholders from quoting through to installation and payment, ensuring seamless operations and customer satisfaction.• Enhanced workplace safety by implementing robust health and safety protocols, safeguarding all staff and maintaining compliance across both business units.

• Led a company-wide relocation to a facility with double the floor space, overseeing the fit-out and "Clean Room" setup, resulting in a 50% increase in productivity and efficiency.• Led strategic partnerships with suppliers and distributors, enhancing collaboration and reducing lead times, which improved customer satisfaction and expanded market reach.• Drove cultural transformation across 50+ employees, fostering a "Can Do" attitude that maintained high staff morale and retention while boosting team performance.• Increased revenue by over 50% through process improvements, introducing new products, and expanding Windoware’s manufacturing capabilities into new business ventures.• Implemented lean methodologies to optimise the layout and workflow of the new facility, improving operational flow and increasing output across production lines.• Established robust QC protocols that ensured product consistency and quality, supporting Windoware's reputation for high-quality sun protection and window coverings.• Introduced a Site Traffic Management Plan and enforced WHS and environmental compliance audits, creating a safer and more efficient workplace.• Launched a new business division within Windoware, driving diversification and innovation, which opened new revenue streams and business opportunities.• Strengthened the sales team and distributor network through enhanced communication, fostering confidence in product support and delivery.

• Transitioned the company from 2 x 7.6-hour shifts to a 24-hour operation, significantly increasing production capacity and operational efficiency.• Increased revenue by 50% through strategic process improvements, expanding product lines, and enhancing distributor network performance.• Led the implementation of a 3PL system for transport, warehousing, and storage across Melbourne, Sydney, and Brisbane, streamlining logistics and improving delivery timelines.• Achieved a 3-star EcoBiz rating by spearheading environmental compliance initiatives, fulfilling audit requirements for EPA, GECA, CertMark, and EcoBiz.• Provided strategic leadership for a 60-member workforce across three shifts, driving performance management, operational planning, and maintaining high team morale during the transition to 24-hour operations.• Established QC protocols that ensured product consistency and quality across manufacturing lines, enhancing Rockcote’s reputation for high-quality architectural and decorative coatings.• Developed and implemented a system for exporting Rockcote products, enabling the company to enter new markets and expand its international presence.• Strengthened internal collaboration by establishing bi-directional lines of communication between departments, improving operational efficiency and cross-functional teamwork.• Project-managed the development of tint lines in strategic locations, facilitating greater distribution efficiency and meeting customer demand more effectively.• Oversaw WHS and environmental compliance training programs, ensuring workplace safety for over 85 employees while maintaining rigorous safety and environmental standards.

• Led the transition of Eziform from a partnership to part of a multi-national corporate entity, driving strategic alignment and maintaining operational stability throughout the process.• Provided leadership for 36 staff across three shifts, focusing on improving productivity, safety, and the operational flow within manufacturing, purchasing, and logistics departments.• Achieved a continuous 36-month injury-free record by implementing robust safety protocols, regular training, and a Zero Harm policy, strengthening the company’s safety culture.• Established KPI systems for key production lines, enhancing efficiency and accountability, resulting in measurable improvements in output and operational performance.• Developed and implemented Safe Work Method Statements (SWMS) for machinery, contributing to streamlined safety operations and compliance with industry standards.• Led the rollout of the Cert III and IV in Competitive Manufacturing, ensuring upskilling across the entire team and embedding a culture of continuous learning and operational improvement.

• Led operational management for four manufacturing sites across three states, overseeing all aspects of production, health and safety, and logistics to ensure timely delivery to 14 branches nationwide.• Spearheaded the transition from a family-owned business to a corporate structure, managing operational changes that supported company growth from $80M to $170M.• Completed a $7M capital project, enhancing manufacturing capabilities and reconfiguring key systems, including the MRP, to improve operational efficiency.• Introduced a new sectional door accessories system, reducing component variation from 42 to 9, streamlining production and inventory management.• Increased roller door manufacturing efficiency by 20%, optimising production processes and improving roll-forming capabilities to meet growing demand.• Established a new organisational structure at the main factory, overseeing 120 staff and driving a culture of continuous improvement and high-performance standards.

• Standardised production systems across multiple sites in Queensland and the Northern Territory, driving operational consistency and efficiency throughout the region.• Benchmarked all regional processes, identifying best practices and replicating them to improve overall quality and performance.• Led change management initiatives, transitioning ISS Steel Framing business from Head Office control to the Northern Region, successfully stabilising and repairing its operations.• Reduced stock holdings by over 60% through the implementation of logical stock control systems and streamlined Bill of Materials (BOM) rules.• Achieved ISO quality assurance certification and maintained rigorous safety standards, leading to zero harm incidents at the site.• Negotiated Enterprise Bargaining Agreements (EBAs) to ensure smooth industrial relations and alignment with business goals.

• Managed the relocation of the business to new facilities, completing the move in under four days with less than half a day of production downtime.• Directed the installation of new machinery, including Australia’s first 6-metre RAS Duplex Folder and two advanced steel house framing machines, enhancing production capabilities.• Led project management for the final build of new premises, ensuring on-time completion and seamless transition to the new site.• Optimised factory layout and processes, enabling the business to double its size within 12 months through increased efficiency.• Streamlined operations and enhanced production capacity by overhauling workflows and incorporating cutting-edge machinery into the facility.• Oversaw operational and production management in a roll-forming roofing business, maintaining business continuity during its sale to Fielders in December 2005.