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Cleveland Trade Centre 2008 - December 2011General ManagerHired to:Increase turnover and overall profit margins;--» Increased sales by 30%p.a. despite a decrease in market trend.Manage the daily operational running of the business;--» Setup a wholesale division with like-minded businesses despite the impact of theGlobalFinancial Crisis (GFC); now supply most small business within the district with product.--» Instigated and implemented contractual arrangements with overseas suppliers. Correct excessive stock shrinkage;--» Decreased stock shrinkage by 87.5% by ensuring adherence to correct procedures withstock receipt and documentation and identified incidences of theft.Price file maintenance;--» Identified and rectified incorrect pricing information within database and restructured pricingof some products to improve profit margins;Downsize workforce by reducing unnecessary positions;--» Stabilised a functional and cohesive workforce of 53 personnel.Develop and implement policies, procedures and position descriptions; --» Planned and developed the Operational policies and procedures.Develop and implement safety policies and procedures;--» Acquired an expert in the field of Occupational Health & Safety to plan, document andimplement safety procedures into the work environment in order to comply with legislation.

Hired to:Manage the daily operational running of the business; Effectively managed 12 divisions and departments in addition to:- 5 Hardwood TimberSawmills;- 1 Kiln Drying & PlanningOperation;- 1 Pine Production & Processing Plant; - 1 PineSawmill.--» Recruited all senior staff;--» Company-wide workforce of 646 personnel.Business acquisitions - primarily Sawmilling entities;--» Project managed the acquisition of Sunbury Wood Planning Products, with an annualturnover of $4.8M.--» Project managed the acquisition of Hyne & Sons Hardwood Sawmills and managed theentire merger and integration - annual turnover $30M.--» Project managed the acquisition and merger of summers and Sons Pine Sawmill with anAnnual turnover of $5.5M.Project managed, planned and implemented the setup of a new Home Hardware storeIncluding total fit out.Increase profit margins and effectively manage stock losses: Corrected excessive stock shrinkage:--» Decreased stock shrinkage by 87.5% by ensuring adherence to correct procedures with--» Identified and rectified incorrect pricing information within database and restructured pricingOf some products to improve profit margins;;--» Stabilized a functional and cohesive workforce of 53 personnel.Develop and implement policies, procedures and position descriptions;Operational policies and procedures.Develop and implement safety policies and procedures;- 5 Hardwood TimberSawmills;- 1 Kiln Drying & PlanningOperation;- 1 Pine Production & Processing Plant;- 1 PineSawmill.. Increased profit margins and effectively managed stock losses; Increased sales revenue to $150M.--» Negotiated price and trading terms of products for sale in trade stores.

Hired to:Create a profitable business;--» Turned operational loss into a profit margin by $1.7M.--» Managed capital expense and expense control and contributed to $100M in sales.--» Effectively and aggressively managed all debtors within the division.--» Managed all capital assets, prepared budgets and implemented Key PerformanceIndicators.Coordinate, negotiate and set up new purchase agreements;--» Negotiated the purchase of Wondai Sawmill & Planing Mill. Coordinate and control stock;--» Increased market share by producing flooring and decking from the falldown due to theability to saw smaller logs.--» Negotiated pricing and supply of stock and trading terms of all products.Implement policies and procedures across the board;--» Planned, developed and authored policies and procedures for all departments throughoutThe company.--» Managed Occupational Health & Safety and EPA issues of thedivision.

Prior to moving into my General Managerial roles, I was the Queensland Regional Manager for BBC Hardware managing 22 Stores across Qld 6 of which were Hardwarehouse Stores ( Big Boxes) yearly turnover $280 million. A High Mixture of Retail Sales in the Hardwarehouse Store was staffing, presentation, Merchandising, and Stock Range were Critical. These stores turned over approx $2.5m per month. The other stores were traditional Timber and Hardware Stores supplying building products, trusses and wall frames to the Building Market. Bunning has since bought the entire Hardwarehouse Portfolio in 2001- they continue to build on the HardwareHouse Model.I was personally responsible for the “Hardwarehouse Stores” from “Green Field”, construction of the actual building, was done by a Builder and contractors, progress monitored by myself, once building was close to finishing, the fit-out of fixtures, store presentation, stocking of the store 35000 product lines, staff recruitment and selection all were my responsibility.Due to my accountancy base, I have no trouble in setting budgets, calculating profits, or costs of projects. All stores opened on time and in most instances prior to planned opening date.