BHP-owned and operated Olympic Dam is one of the world's largest copper, gold, and silver deposits. Over 4,000 people are employed to support the mining and extraction of these metals. The operation is massive, as Australia's largest underground mine has over 800km of underground roads. Under Ian's capable leadership, the process improvement capabilities of all leaders involved in mining or maintenance activities elevated. Ian and a team of 6-8 dedicated employees are engaged in day-to-day coaching and leading improvement activities, ensuring continuous growth and development. Ian directly coaches senior and mid-level leaders to connect strategy and purpose with daily activities, align process improvement efforts with strategic goals, and build problem-solving capabilities at all levels. Key Accomplishments - The operational Excellence Maturity Index increased from 19 to 50 points- Increased internal customer focus- Increased frontline leader time with their team from 19% to 70% - Elevated problem-solving capabilities in the business- Applied data analysis and value stream mapping to identify opportunities to reduce the mining cycle from 11 months to 10 months- Helped the mine to achieve improvement targets (70,000,00 per annum)Recognition - Independently assessed as a thought leader with strong capabilities across all aspects of lean thinking. - Achieved 90% employee engagement- Achieved benchmark lean leadership, assessed through 360 feedback

Ian enjoys working with various clients as an independent contractor to identify and improve operational and logistic processes. Established in 1860, Dowel Windows is Australia's largest customer window manufacturer for domestic customers, with South Australian manufacturing and distribution located in Edinburgh Parks. Ian was engaged in problem-solving and implementing solutions for mounting finished goods inventory and despatch planning and management challenges. Ian's expert Lean Sig Sigma problem-solving skills quickly identified the root causes of these initial issues and further opportunities for improvement. Implementing a few low-cost solutions, within a few short months, their finished goods inventory was reduced by 60%, and the total distance travelled to deliver windows was reduced by 20%. Flinders University is a leading university with over 25,000 students and nearly 2,000 staff. It provides many higher education courses and significantly contributes to world-leading research. Ian was engaged to analyse the fall in student numbers per tutor in the School of Education, Psychology and Social Work. Applying Lean Six Sigma, process mapping, and benchmarking, Ian quickly identified areas where the processes for planning lecturer and tutor resources could be strengthened, leading to savings of over $1,000,000 per annum in excess tutorials.

Alwyndor is a not-for-profit residential care facility in Hove. It provides on-site aged care, therapy, and wellness services for 134 residents and at-home services for hundreds of aging community members.100% owned by Brighton Council, operating under a trust with an independent management committee overseeing its operations. Ian was a Member of the Management Committee and was involved in overseeing a $20 million capital upgrade to the facility to improve the quality of care. Ian was Chair of the Finance Committee, overseeing annual and capital budgeting and financial reporting, ensuring cash-positive operations, profitability and long-term financial viability.

Cobham Aviation operates several niche aviation services and maintains its fleet in six maintenance hubs around Australia. The project was to replace the non-integrated legacy supply chain, maintenance and finance systems. Ian was headhunted to manage a change to the new integrated aviation Enterprise Resource Planning System, where he was able to reengineer the supply chain processes, aviation maintenance processes and finance systems and improve aviation compliance. After successful system implementation, Ian managed ongoing business sustainability, working with developers and operational leaders to improve efficiencies. During the program Ian wore the hats of - National Change Manager- Aviation Compliance Project Manager- Global Data Migration Manager

Analysing and Improving SA Health Supply chain, including warehousing and purchasing systems. Resulting in improvement in stock management, 80% reduction in stock shortages in regional locations, replacement of legacy systems and unification under SAP. Analysing and improving NBNco HR IT Systems and reporting processes resulted in improved recruitment processes and candidate experience, improved employee access to self-service by 200% and 95% improvement in data integrity and eliminated stakeholder complaints about the systems. Analysing educational legislation and customer expectations related to student health in a large private school. This eliminated duplicate parent requests and onerous follow-up by replacing multiple health forms with a single centralised online form. Reviewed waste in a large tomato farm, improving standardised work to eliminate 6,000 kg of waste tomatoes per day. Managed legislative change in large superannuation provider, engaging stakeholders and redesigning processes resulting in the successful on-time implementation of 22 changes.

The Australian Red Cross Blood Service supplies the community with safe, high-quality blood and blood products and organ and bone marrow services for transplantation. Ian established the national call centre to assist donors in making the 20,000 appointments required each week. In 2009, Ian was headhunted to establish and manage a national 160-seat contact centre that integrated seamlessly with other business units and optimised the blood and blood product supply chain. Ian managed recruitment, training and induction, ongoing employee development, outbound call planning, inbound resource planning and the nine teams of inbound/outbound agents. In a unique and challenging role, Ian successfully established the national contact centre, which was held out to be high-performing and providing excellent service to the volunteer donors, achieved in part through high employee engagement. Further, Under Ian's leadership, a successful transformation and standardisation of marketing and supply chain processes were implemented throughout Australia. This strategic initiative reduced waste by 80%, significantly improving the overall customer experience.Ian also drove an initiative to improve first-call resolution from 60% to 95% by reducing the need to refer to nurses for medical inquiries.

Business Planning and Change ManagerProgram managed the merger of 2 business units with combined revenue of $180m. Also, developed business strategy and change communication plans for the combined business o Improved conversion rates in the call centre by 25% through continuous improvement workshops and coaching team leaders/ sales staffo Improved team’s performance by ~150% by coaching leaders to improve their leadership skills

Managed teams of up to 20 Business analysts during the requirements gathering phaseManaged project to automate loan processing documentation, facilitating teams to resolve technical problems and liaising with the business to architect the scope of the project. Managed testing and implementation and post implementation support. Managed Six Sigma improvement projects and mentored in house process improvement staff on how to facilitate improvement projectsDeveloped and facilitated team leadership development programs improving performance by greater than 30%Managed stakeholders to gain and maintain support in a tough political climate

SA Sawmilling, (SASPine), is a medium sized timber mill operating across two sites, with a green mill located in Kuitpo forest and dry mill located in Wingfield. The daily production volume from the mill was of 36,000 metres of finished timber products, including structural, furniture and treated pine products. Hired to turn a loss making timber mill (losing 2 million per annum) into a profitable mill (1.5 million per annum)

Manage Culture and Business Change. Over see ISO9002, OH&S and Environmental Management Systems

Business process improvement to production and support processes