I lead the development and execution of customer-focused strategies that not only enhance business results but also streamline the performance of our Customer Service and Marketing teams. My role is crucial in creating a unified, service-driven function that spans across all regions and business units, working closely with leadership teams in New Zealand and Australia.I focus on driving consistency and innovation in continuous improvement initiatives. This ensures that our customer service operations maintain process excellence and alignment with key performance metrics.In this role, I have the exciting opportunity to craft new customer journeys that set our organisation apart from competitors, influence multiple teams, and position myself as an inspiring and influential business leader. My efforts ultimately deliver an exceptional level of customer excellence, building loyalty and driving business growth.

Scentre Group Limited is a shopping centre company with retail destinations operating under the Westfield brand in Australia and New Zealand. The corporation undertakes ownership, development, design, construction, funds/asset management, property management, leasing, and marketing activities for its centres.- Enhanced customer satisfaction at Westfield's shopping centres by leading cross-functional initiatives, resulting in a 10% increase in Net Promoter Score (NPS) across the portfolio.- Developed and executed a national customer experience strategy, focusing on people, systems, and processes, leading to incremental improvements in customer satisfaction metrics and fostering data-driven decision-making through a robust customer feedback program.- Spearheaded the implementation of a new Service Promise training program, resulting in improved customer satisfaction scores and increased sales for Westfield.- Managed the rollout of new corporate wardrobe and touch screen technology across 42 Westfield centres, impacting over 3,000 staff members and enhancing the overall customer experience.- Established a national forum for customer excellence and prepared the company for national accreditation with the Customer Service Institute of Australia, positioning Scentre Group as a leader in customer service innovation and excellence.

- Promoted Head of Business Process Transformation & Customer Experience, reporting to the C.EO. and driving responsible partnerships with the Senior Leadership Team to identify improvement for driving profitable growth of the Australian business.- Led the Bid Management team to secure over 188 annual bids with a 70%+ strike rate, generating $180M+ in revenue, demonstrating our team's unmatched ability to seize opportunities and drive business growth.- Regulated work procedures and led cross-functional teams to deliver service excellence aligned with long-term strategic objectives.- Pioneered innovation through design thinking methodologies, fostering a human-centered approach to problem-solving and customer interactions.- Managed marketing and crisis communication activities, ensuring timely and effective responses to media issues.- Developed strategic plans and initiatives, including Certis Security Strategy, RAP, and brand relaunch, resulting in successful contract extensions and organizational transformation.

• Delivered sustainable growth through targeted customer experience improvements, aligning actions with business plans and benefit cases.- Cultivated a customer-centric culture by collaborating with stakeholders across the organization, embedding it into the company's DNA.- Ensured compliance and enhanced customer satisfaction by overseeing a streamlined feedback process, reducing costs related to compensation claims.- Promoted consistency in service delivery by sharing best practices and actively seeking customer feedback.- Implemented a comprehensive, segmented approach to the customer journey across all channels, advocating for customer-centric strategies.- Proactively identified and addressed issues to optimize customer experiences, driving continuous improvement initiatives.- Collaborated with customers, account managers, and the OD team to develop impactful training materials, enhancing employee performance and customer satisfaction.

- Developed the Customer Experience Strategic Plan.- Further developed and drove the NPS (Net Promoter Score) framework as a key strategic pillar.- Developed and implemented the KPIs aligned to the customer journey, and the customer journey road maps.- Introduced the concept of real time feedback on the major customer journey touchpoints.- Aligned the quality management system to support customer feedback processes.- Positioned for digital enhancement with the use of sign on glass and customer portal optimisation.- I initiated and drove the brand equity study across Holcim business units (Concrete, Aggregates & Humes).

- Redesigned Delivery in Full On Time (DIFOT) delivery performance to align customers to an achievable delivery time frame.- Maintained a 94% customer satisfaction rating across the Elgas business.- I developed and implemented predictive analytics to predict customer behavior and drive retention.- Embedded the methodology of service beyond delivery through the customer experience program.- I redesigned the delivery beyond a service mindset and shared customer insights using customers' ratings and feedback.- Provided a clear, consistent, and customer experience vision for the business and defined KPIs.

- Drove a seamless distribution operation with the launch of MSD's new product portfolio and enabled the establishment of MSD Australia's first privately funded Patient Access Program, which returned over $8M in revenue within 12 months.- Sponsored and drove the S&OP process with functional heads to drive alignment and integration of supply, marketing, and finance. The outcome from the S&OP process enabled our month-to-go forecast accuracy to reach 98%.- I led the supply chain divestiture and integration of MSD's consumer product division to Bayer and led the divestiture of MSD Ophthalmic portfolio to Mundipharma.- I Outsource the MSD Fertility Business Model to an external 3rd Party Logistics Partner, a $40M annual sales Fertility Portfolio. The transition was executed with no loss of sales and an increase in customer interaction and satisfaction.- Outsourced the 3rd Party Logistics Management of MSD cold chain Starter Packs, while maintaining product compliance.- Introduced the Grocery product line in the grocery sector, an Australian first for MSD entering the grocery market.

- integrated an MSD in-house distribution center with a 3rd Party Logistics managed warehouse to a new provider (UPS), ensuring a smooth transition and operational efficiency.- Facilitated negotiations for MSD Site Enterprise Bargaining Agreement (EBA) with various stakeholders (NUW, AMU, SDA, and AMWU), contributing to labor relations and compliance.- Established and maintained collaborative relationships with APHUB and distribution markets, ensuring seamless operations and effective communication in a demand-pull environment.- Maintained inventory record accuracy and conducted cycle counts, achieving a remarkable accuracy rate of 99.95% while keeping discards below the target of- Sponsored two Lean Six Sigma Black Belt Initiatives focusing on waste reduction in raw material and bulk receipt processes and packaging component receipt, fostering continuous improvement and development of Black Belt candidates.

- Worked cross functionally across the Local Planning Group, Regional Planning & Supply HUB and the customer to ensure the product was made available, ensuring that only the amount required was produced and it was available at the time it was needed. - Positioned the division as key driver in having the ability with the Merck Production System. I successfully launched in 2009 and is still at the forefront of MMDA’ s operational excellence.- Developed processes in; Event Management, Renewal, Consumption Trigger, Rhythm Wheel Optimization, KANBANs, and bulk supermarket levels. - The outcome was that the requirements were based on a true customer driven demand signal which responded to changes in demand in a 50% shorter lead-time with no increase to operational efficiencies. The on time service level increased by 10%.

- Direct management and responsibility for a staff of 7 Material & Logistics Planners responsible for production planning, renewal, event management, procurement and scheduling activities for the Packaging and Manufacturing Operations. -Ensure that raw materials and components are available for production. Each of my direct reports had a Performance Planning Grid (PPG), ensuring that objectives were developed, timely continuous feedback is provided for my direct reports.- Feedback was provided on a regular and timely communication to ensure continuous feedback is given to support team performance. Members are appropriately rewarded based on performance and demonstration of the Merck leadership standards.- Accountable for supporting Operations Director in achieving Targets and business results. -Monitor and ensure timely production of daily, weekly, monthly reports on KPI (i.e. customer service level, rhythm time, cycle time, identify capacity constraints).- Worked with the regional planning Hub and local sponsors to support the S&OP process, analysing demand and the impact of planned events, balancing demand/supply and prepare for new and changed product introduction/volume assumptions. - Leading the Monthly Site Operations Review Meeting, review past months Operational Performance Standards, in Cost, Supply, Process Changes, Demand Stability.- Purchase of raw materials, bulk and packaging components and bulk. Evaluate recommended raw material, packaging, printed components and replenishment as required, consistent with inventory levels and production plan, minimising all component discards (write off). Develop a Vendor delivery schedule to notify Quality and Warehouse Operations to allow them to schedule their resource activity.- Reduced the Finished Goods Inventory Holding for the Domestic Market from 1.8 Months of cover to 1.4 Months of cover (equivalent to a 20% reduction) without impacting service.

- Responsible for leading New Product introduction in MMDA for new products that MMDA has been selected as the preferred packaging site for the Asia Pacific Region. This includes developing & implementing strategies and tactical plans for new product introduction that balance optimum on time delivery to customers whilst supporting site efficiencies and strategies.- Responsible for supporting other MMD sites for New Product introduction into Asia Pacific where MMDA is not the preferred packaging site.- Responsible for leading site project teams for new product introduction from early site selection to implementation. Success is measured by delivering an integrated launch plan for new products into the Market that meets site and customer expectations.- Responsible for identifying and implementing opportunity areas for continuous improvement and/or business development to ensure new products are successfully launched and transitioned into in-line supply.- Responsible for working closely with our export markets, requiring cross functional collaboration between Marketing, Regulatory, Medical, Operations and Finance to ensure the timely launch and supply of from the Australian subsidiary into the Asia Pacific Region.- During this timeframe I travelled extensively throughout the region to work and support each countries product launch (that was being supplied from our subsidiary) to cross functionally work with the marketing and regulatory teams ensuring total integration and a successful on time product launch.- Success is measured by delivering an integrated launch plan for new products into the Market that meets site and customer expectations. The key deliverable was the 100% of on time launches of MSD blockbuster drug VIOXX in over 35 countries all supplied from the Australian subsidiary.

- Spearheaded strategic planning efforts for 450 end line items and managed procurement of essential components for Merck's flagship product groups, ZOCOR & RENITEC, reporting directly to the Senior Management Team.- Played a pivotal role in catapulting export sales from $45 million to approximately $200 million through proactive contribution and strategic initiatives.- Integral contributor to the monthly Sales and Operations Planning process for both local and export markets, driving a significant increase in operational efficiency and maintaining discards below 1%.- Developed and implemented planning strategies focused on optimizing customer service, minimizing inventory and plant costs, and maximizing operational efficiencies, effectively communicated to Operations and Senior Management.- Successfully integrated unplanned demand into production plans, maximizing subsidiary profits and ensuring sustained high levels of customer service for unplanned order fulfillment.- Supported the fulfillment of new product launches and tender business, actively managing inventory de-listing and collaborating with Marketing Leaders to monitor product forecasts and trends, ensuring optimal finished goods inventory levels.- Provided active supervision of Pharmaceutical Packaging Operations during periods of overtime, while maintaining liaison with Quality Control and Quality Audit to uphold quality standards.- Contributed significantly to achieving MRP II Class Accreditation, resulting in a remarkable increase in customer service levels from 75% to 98%, showcasing dedication to excellence and continuous improvement.

- Responsible for the maintenance, update and overall management of a marketing database of customers and prospects. These updates also included update of press and consultant files, distribution of material to the regional offices update and distribution of documentation, distribution and education of the database to other departments. - Liaison with regional offices to maintain regular updates to the Marketing Database, production of mailing lists and processing of invitations for direct mail and seminar campaigns and distribution of reader enquiries from advertising and promotional campaigns.- Heavily involved with the day-to-day running of major marketing projects, such as Cincom "Pacific Forum" User Conference, the NSW User Conference, Cincom Information Technology Directions seminars. I excelled in assisting with Customer survey a telemarketing exercise.- Proficient in DBASE III, Multimate, Rapid File. Setting up procedures, documentation and demonstrating the systems to all departments.- Generation of reports, large personalised mailings, liaison with other offices and field staff, and operation of electronic mail system and adhoc reporting. - I created and managed an extensive customer and prospect database that was used by the sales team to target and generate sales leads. This database became the central repository for all of the marketing and sales databases.