As General Manager of Parts & Supply Chain, I am responsible for both the strategic direction and day-to-day operation for Australian product sourcing, wholesale supply & retail sales. Since becoming General Manager, I have collaborated with the owners of the STG Global business to create & implement a five-year vision for STG Spare Parts, planning the transition path to transform the business from a parts department focussed primarily on supplying internal Production requirements into a more substantial revenue stream for the broader STG Global business.I am responsible for the total day-to-day business operation, including full Profit & Loss accountability as well as operational management, including product sourcing, supplier negotiation, inventory management, warehouse operations, customer order fulfilment and business unit marketing.

I worked closely with the business owners, charting the course of both the strategic direction and day-to-day operation of the business. In my time at the business, I worked with the owners to draft an updated version of their multi-year vision, planning the transition path to transform the business from a small auto parts business into a more significant e-Commerce retail offer.In addition to strategy, I was responsible for the total day-to-day business operation, including full Profit & Loss accountability and operational management.My primary operational focus was to shift the product range assortment from dependency on too few suppliers to a broader automotive aftermarket mix, introducing both alternative and substitute brands that provided more choice within more product categories for our customers. I managed twenty team members across Sales, Call Centre, Warehouse, Purchasing & Financial Administration functions.

I was responsible for the total business operation, including full Profit & Loss accountability & operational management. I worked closely with the PM Group CEO & CFO and was a member of the PM Group Management Leadership Team. I had over fifty team members across Sales, Call Centre, Warehouse, Transport, Inventory & Financial Administration functions.I undertook the role with a mandate to restructure the business with the objective of reducing the financial losses it was incurring. I had little time to make the required changes, as senior management and company ownership wanted results improved immediately.

I was responsible for the development and operational implementation of the strategic plan for the combined Midas and Auto Brakes Services (ABS) automotive service & repair workshops, comprising over 120 franchisees throughout Australia. I had full P&L resposibility for this business.At the time, Midas had 85 stores throughout Australia and ABS had 43 stores throughout Australia.I had multiple direct reports, including a National Operations Manager, National Support Manager, Brand Support Manager and National Fleet Manager. Each of those roles had team members reporting to them, comprising a substantial team of people in both national and state roles.I worked closely with third-party stakeholders, including product suppliers (such as Castrol, Valvoline & Exide), service suppliers (such as the Australian Automotive Aftermarket Association) , finance organisations and commercial property suppliers to enhance franchise business value.I was also a founding and current committee member for the Automotive Repairers Council of Australia.

I was responsible for the strategic direction of the Autopro retail network, working with the Automotive Brands merchandise, marketing, finance & wholesale functions to improve the service offer to over 100 franchise stores around Australia with full P&L responsibility for the business.One of my key objectives in this role was the recruitment of new stores, working across the independent automotive reseller network and also with new-to-channel operators to establish Autopro stores in new markets.I managed relationships with third-party suppliers to the Autopro retail network, including finance providers, the group's point-of-sale provider (Peach Business Systems) and a variety of other support services such as uniform provision, signage contractors and business brokers.

I was responsible for the strategic direction of the Autopro retail network, working with the Automotive Brands merchandise, marketing, finance & wholesale functions to improve the service offer to over 100 franchise stores around Australia with full P&L responsibility for the business.One of my key objectives in this role was the recruitment of new stores, working across the independent automotive reseller network and also with new-to-channel operators to establish Autopro stores in new markets.I managed relationships with third-party suppliers to the Autopro retail network, including finance providers, the group's point-of-sale provider (Peach Business Systems) and a variety of other support services such as uniform provision, signage contractors and business brokers.

PaintRight is a franchise group for paint specialist retailers. The business provides a system of retail, buying, marketing and commercial services to over 50 stores around Australia.

I was appointed State Manager to arrest a decline in sales, improve compliance of company requirements among franchisees, drive store development and coach the state retail support team to deliver better business service to the 100+ store network.

In this role, I was responsible for implementing and driving business development opportunities into independent hardware retailers throughout Australia. I led a national team of business representatives who primary job was to grow warehouse sales, market share and net income. This was a hands-on role, where he had full P&L accountability for a $20 million plus business.As this was a new business department within the company, developing and maintaining internal & external relationships to make sure all stakeholders understood the business objective was key to success.

In this role, I was responsible for driving state sales opportunities through the Mitre 10 warehouse offer. I achieved this, primarily, through the re-development of existing stores and the set-up and ranging of green-field sites. I was also responsible for identifying & executing ongoing sales activities for franchisees that delivered incremental warehouse sales and profit. I also worked many franchisees to help them develop strategy and tactics to combat Bunnings in the franchisees local market. My understanding of the Bunnings business model helped me to advise franchisees which product categories, staffing support and marketing activities were most effective to successfully position a Mitre 10 franchisee against a Bunnings store.

In this role, I worked at the Fountain Gate and Notting Hill warehouses in Melbourne. Across the two stores, I managed building materials, power & hand tools, and administration. In each of these roles, I was accountable for the operational effectiveness and development of over 20 team members to deliver store & company objectives.

I was employed as a Business Manager at Myer Knox, Chadstone and Highpoint. During my time at Myer, I managed multiple product departments and teams of up to sixty people at a time. These departments included women’s apparel, women’s intimate apparel, children’s apparel, children’s footwear, toys and travel goods. The key focus of my role was to coach and develop the staff in each of my aligned departments to deliver consistently excellent customer service, attractively merchandised products, the correct set-up of the company’s promotional program and an easy-to-navigate shopping environment.

The key focus of my role (as Store Manager and Assistant Store Manager) was to coach and develop my store teams to deliver the highest level of customer (Guest) service through continuous feedback. I was also responsible for achieving the store’s sales and gross profit targets, achieving all non-lease related expense budgets and managing the team to create the most visually-appealing retail experience for customers.