Development of SaaS platform IOT environmental sensors and SaaS platform. Currently focused on the Australian and New Zealand honey industry to develop industry accepted tools to assist in the cost reduction, sustainability and management of Varroa mite.

Mio was established as a platform to drive practical continuous improvement in operational efficiency, cost reduction, and consistent, scalable, end-to-end supply chain management for aligned clients and their businesses.Core Values.+ People, Process and Systems (in that order).+ We only know what we know (always inquisitive).+ Be brave (Don’t fear disruption, change, change, change). + Celebrate the wins (enthusiasm is contagious).+ Stay humble.I specialize in assisting companies with scaling operations and optimising flow, leveraging expertise in team building and experience across e-commerce, purchasing, warehousing, manufacturing, and logistics. Innovative end to end supply chain optimisation is what we do at Mio.

January 2021 – September 2022 - Group Operations and Innovation ManagerOctober 2020 – December 2020 - Group Innovation ManagerJuly 2018 – September 2020 - Supply chain and innovation consultant (Contractor)Whites Powersports are Australasia's leading privately owned motorcycle parts, accessories and apparel wholesale distributor.My time there included successfully defining and delivering on the business's innovation strategy. I was tasked with dual roles and overall accountability for group operations and innovation within the wholesale business and wider dealer network.The newly formed innovation team successfully delivered a multi-site WMS installation, tightly integrated with ERP customisation and custom headless B2B e-commerce, as well as an all-new NoSQL based fitments database. Dealer network education and tightly integrated tools to drive revenue across our and for dealers were key deliverables.While warehouse teams were initially resistant to change, time and persistence on the shop floor, with many of the longer-term team members (10+ years) was enjoyable and ultimately successful.Key to it all was instilling a team culture with continual improvement and change as its core DNA.Other challenges included the development and safety of our people in both countries, while managing the global disruption of the pandemic. The successful identification, then recruitment of high calibre CFO and IS Manager roles into Whites Powersports, continues to be a key driver of the ongoing success of the business.All of this continues to allow Whites Powersports ever increasing revenue growth, while minimising additional labour overhead. Activity and volumes handled continue to rise dramatically, while operational staff numbers remain consistent across the group.

I worked with this start-up IOT satellite communication company multiple times over many years, until Bruce Trevarthen’s (Founder and CEO) successful sale and exit.Hands on product development, hardware manufacturing and real-world testing which cumulated with a final wrap up of inventory and IP, then transfer to new ownership in the USA.

The successful delivery of a secure, external PMS access project, which had been stalled due to privacy risks. Due to a preventable death, funding was approved to enable mid-wives across the greater Waikato region to have secure, remote and real-time PMS access. This replaced a decades old fax-based data retrieval system.

Pure Manuka Honey Limited was an exceptional start-up and a rare opportunity to instigate an end-to-end supply chain from scratch.The business continues to grow and is now one of the top five honey producers in New Zealand. I had responsibility for the systemisation and automation, as well as the operational delivery of honey products from hive/raw honey procurement, storage, manufacture, through to delivery at customers end destination. Pragmatic, real-world solutions were in continual and rapid development over this initial start-up phase. Projects/Tasks/Skills.+ Manuka Honey production (hives and beekeepers).+ Raw honey purchasing, transportation and storage. + Regulatory compliance documentation. + Inventory control, data storage and retrieval. + Transportation. + Internal systems for honey transfer and traceability. + Production planning (domestic and international).+ Production quality control and compliance. + Management of quality issues. + Finished goods control and storage (NZ and China),+ QA visits/audits to China based facilities. + Internal ERP processes for Sales Order processing and control.+ Stock management systems. + Budgets in conjunction with CEO. + IT integration and systemisation of operations to the wider commercial business and others.

Torpedo7 is still one of New Zealand largest omni-channel, cross category, outdoor gear retailers. There are 24 stores across New Zealand, and a 17500sqm Distribution Centre based in Hamilton.During my time at Torpedo7 I had responsibility to achieve the maximum effectiveness of systems & processes, through a planned and managed project regime, to enable our people to execute the company's strategic and tactical plan. I was accountable to the General Manager of Service Delivery and Operations, with one permanent direct report and many virtual, depending on projects and resource requirements. ERP & WMS were a key focus, aligned with operational people development, and continual rapid improvement across end-to-end supply chain.Key result areas1. Projects and initiatives are successfully delivered as per the definition of "success" for each project.2. New opportunities for improvement are proactively identified and tabled with the SMT for consideration, budgeting, and approval. Over 1.2 million packages successfully delivered each year.Projects/Tasks/Skills+ Leadership.+ Change management.+ Improvement identification.+ Project management.+ Discovery, planning, execution, implementation, reporting and ROI reviews.+ Resource allocation/planning/management.+ Multiple projects across multiple sites/companies.+ Vendor management.+ General project work across end-to-end supply chain.+ Logistics integration with ERP and wider businesses.+ Real-time purchase order/container visibility.+ Supplier portal development+ Custom WMS development, training & continual improvement.+ Barcode scanning and custom scanner apps.+ House brand development (packaging, barcoding and logistics).+ Real-time data dashboards.+ Customer returns (including inter-company).+ Omni-channel sales.+ POS development.+ Operational, digital and inventory integration of multiple business acquisitions.+ Multiple warehouse inventory transitions (planning and execution).

Involved as director, shareholder and employee of an apparel design and manufacturing company in Hamilton, New Zealand. Developed multiple brands including our own Suno sports apparel ranges. Client contracts included NZ Defense Forces, NZ Police and merchandise ranges for NZ Breakers Basketball and the H400 V8 Supercars.Under the Bonton brand we developed a specialized multi-layer range of protective wear (chemical spill and flash over) used by the New Zealand special tactical police squads and NZ SAS. Suno grew to include involvement with New Zealand Athletics, as well as rowing, hockey, basketball and many others.Projects/Tasks/Skills.+ General management.+ Sales/customer/sponsorship relationships.+ Digital Innovation (Online production platform and Customer Portal).+ Manufacturing in New Zealand, China and Fiji.+ Continual Improvement.+ Introduced JIT manufacturing, near real-time measurement of operations (labour and materials). + Applied lean principles within the business design and factory environments.+ Board reporting.+ Brand development.