My time at the Fletcher Reinforcing Company was quite fruitful as after around 2 years I was promoted to the post of national reinforcing manager. Over here I:►Successfully formulate business and strategic plans.►Lead major bid teams and enhance team member's personal development and succession. ►Raise capital to finance transformation initiatives such as the upgrade of antiquated equipment into state-of-the art facilities and control budgetary/pricing strategy. ►Perform diligent budget and manage P&L responsibilities. Key Projects:A. Waterview connection (tunnel project, 2013)Stakeholders: WCA allianceGoal: Establish connection between SH20 and the city of Auckland, representing New Zealand’s largest construction project at the time. Role In Project: Provide all the in situ reinforcing and installationOutcome: Provided seamless solutions to project challenges, and successfully delivered all project expectations within budget and on time.B. Development of an installation business unit (2011)Stakeholders: All BU staff, commercial/infrastructure market in New Zealand, senior managers and CEGoal: Create a new business stream to produce 40% additional revenue and increase market share in the infrastructure sector.Role In Project: Project ownerOutcome: Achieved growth of 48% and EBIT lift in excess of $1.6 million within the set timeline. Key Achievements:►Successfully repositioned the business from a mere commoditised operation into a specialist provider able to set a premium on pricing.►Developed a new revenue stream that yielded before-tax earnings of more than $1.6 million.►Established partnerships with global players to turn Fletcher Reinforcing into an exclusive supplier, the sole local provider able to offer solutions compliant with state-legislated standards.

At the Firth Industries, I started out in different area and regional management roles and then slowly moved my way up to the chief operating officer role. At my time at the Firth Industries, I:►Designed strategic direction for the business on the national level, leading the organizations’ efforts in formulating business plans and setting policy and governance.►Successfully managed P&L duties and controlled budgeting operations. ►Ran the largest portfolio of the Firth business and delivered on all approval strategic objectives to provide expected shareholder return. ►Handled environmental management compliance and sponsored the cadet program.Key Achievements:►Consistently met all performance objectives and accountabilities every year of tenure.►Developed a national certificate program for concrete production by partnering with industry training organizations.►Founded a cadet program and upgraded the initiative into a cadet program to ensure that a sufficient number of professionals within the company possesses all relevant skills.►Developed an environmental compliance initiative, formalized site environmental management plans and put the latter in place to ensure continuous compliance in the future.

►Ran a network of service stations in Wellington and lower North Island.►Led efforts to determine the most profitable retail price positioning. ►Reviewed and executed lease negotiations and performed agency forecast modeling. ►Pursued and established market share growth and maintained the building of new sites, as well as the rebuilding of existing facilities. Created environmental program implementation and management strategy.Key Achievements:►Established a consultation process with independent owners and communities, resulted in communities appeased via certain alternative distribution facilities where remote locations were involved, sites were disestablished, and matters resolved.►Significantly maximized the benefit of the investment in the land and building by liaising and establishing new conditions for cooperation between commission agents and the company. ►Successfully created strategy plan for the environmental program and managed the project's smooth implementation.