I specialise in living life my way using the most valuable and powerful asset combination know to man/womankind: time and freedom of choice. Retired sounds like tired, which is the exact opposite of what I feel like. A long corporate career gave me understanding and insight into business and the chance to meet many wonderful (and not so wonderful) people but could not offer what I have now: Freedom to do exactly what I want when I want. I have only one mild regret - I should have done this sooner.

Responsible for the Maersk global relationship with DP World based in Dubai.

Responsible for all procurement activity for Maersk Oceania. This included Marine and Landside logistics and Services procurement.

Responsible for the management of a project team that is delivering an integrated transport management system (TMS) to the Toll linehaul business Australia-wide.

Responsibility for management of all Toll Group Australian linehaul consisting of ~15 500 movements per month with respect to:» Real-time fatigue response, network-wide execution control and incident management functions. » Monitoring compliance throughout the execution process. » National integrated linehaul transport management system.» Linehaul strategic planning especially as it relates to volumes and resources.» Long to very short-range network-wide collaborative planning. » Freight forwarder engagement & allocation.» Member of the linehaul leadership team.

Cement Australia is a tier-one supplier of products such as lime, fly ash, coal and bulk cement to concrete producers, building and engineering contractors, and retail building suppliers across Australia. The distribution network consists of road and rail components with multiple warehouses close to end-user markets. My role was to quickly address perpetual service failures and high-cost outcomes. I achieved this by putting in place effective fixes, mostly through others, across various business silos. The outcome was much-improved network performance. I was responsible for the development and achievement of end-to-end operational excellence across multi-level operational stakeholders, development of business cases including investment cases, supporting operational teams to improve performance, scrutinising and challenging work practices and behaviours to instil a high-performance orientation.

Holcim Australia and New Zealand is a leading supplier of aggregates, concrete (ready mix) and concrete pipe products in its markets. My role was focused on the delivery of a business-wide logistics transformation programme that spanned across different silos in the business. The objectives of the project spanned from safety performance improvements to economic benefits through efficiency gains across all the businesses. The main challenges were to align business silos that operate independently, based on their own objectives and priorities and to engage and influence leaders in each silo to get co-operation and standardisation on best practices. Responsible for creating and institutionalising a strategy for business wide logistics in Holcim Australia and New Zealand that enabled operational and commercial excellence, customer service delivery and standardisation across our four businesses - Humes, Aggregates, Concrete and Cement.

Ambuja Cement is a major producer of cement on the Indian sub-continent. Ambuja Cement has a cement capacity of ~30 million tonnes of cement per annum with five integrated cement manufacturing plants and eight cement grinding units across the country. The distribution network consists of ~ 400 warehouses, ~25 000 trucks in the contractor network, large scale, long-distance rail operations and ocean distribution, particularly along the West coast of India. My role as a member of the executive committee was to create and implement a transformation programme to address supply chain safety performance, deliver ambitious efficiency improvements across a wide span of operations and develop supply chain excellence for the future. Member of the executive leadership team. Responsible for all supply chain strategic design and implementation. Key areas: procurement/purchasing; efficiency projects; cost reduction and margin improvement programmes; operational excellence and standardisation; KPIs and risk management; contract management; network design and implementation.

Holcim Vietnam is a market-leading supplier of cement, concrete and aggregates that operate in the South of Vietnam selling~4m. tonnes of cement per annum. The business operated a fully integrated plant in a remote location on the coast near the border with Cambodia, two clinker grinding plants near the economic centre, Ho Chi Minh City and several distribution warehouses with packing facilities in addition to 6 ready mixed concrete plants. Based in Ho Chi Minh City, my role was to lead the supply chain function. Turnover of the supply chain was ~$120m. per annum. The main challenges were optimising a large distribution network consisting of inland waterway distribution, ocean transportation and last-mile road deliveries in micro quantities. Besides this I lead the regional supply chain optimisation programme across 6 countries in South and South-East Asia. Member of the Executive Committee. Oversaw corporate supply chain function and all supply chain operations leading a multi-site team of ~300.

Responsible for corporate logistics team and Southern African logistics operations. Managed an operational multi-site team of 400+

Managed and lead the corporate logistics function in Holcim South Africa Cement business.