Provided consultancy services for several businesses.At the same time investigated equity investment with over dozen businesses.Eventually negotiated a deal and secured option to buy clever mining product based business (both new and retrofit markets). Worked with corporate advisory firm, put IM together and secured financial backing only for mining downturn to reset and eventually defer the transaction.In late 2012 I performed a business review of three struggling IT/software… Show more Provided consultancy services for several businesses.At the same time investigated equity investment with over dozen businesses.Eventually negotiated a deal and secured option to buy clever mining product based business (both new and retrofit markets). Worked with corporate advisory firm, put IM together and secured financial backing only for mining downturn to reset and eventually defer the transaction.In late 2012 I performed a business review of three struggling IT/software businesses. Established plans for each and saw potential in one of them. Agreed to join with existing talent to formally establish, invest in and run Health Interact. Show less

Thomas & Coffey is a small to medium public company providing specialised industrial services, employing about 1200 people with a t/o $400m. It currently comprises two divisions, a Maintenance Division, providing mainly mechanical services to large customers in mining, steel and aluminium, and a Construction Division operating in government (mainly Department of Defence), utilities and mining.On commencement Thomas& Coffey was in deep trouble. An alignment of factors had stretched… Show more Thomas & Coffey is a small to medium public company providing specialised industrial services, employing about 1200 people with a t/o $400m. It currently comprises two divisions, a Maintenance Division, providing mainly mechanical services to large customers in mining, steel and aluminium, and a Construction Division operating in government (mainly Department of Defence), utilities and mining.On commencement Thomas& Coffey was in deep trouble. An alignment of factors had stretched management and caused severe problems. In 2001 the business had less than 400 employees, a turnover of $150m and each division operated under a separate brand in a commodity market. Then operations comprised a building business in NSW and Qld, and a labour hire business in NSW. Net assets were negative; there was insufficient cash and overdue creditors; zero profitability, no safety/HR, exposure to several major litigations; and major gaps in management. Key Achievements• Created a viable, relevant public company• Built up Maintenance business from $30m t/o circa $0 OPS EBIT to $160m t/o + $12m OPS EBIT. • Built up Maintenance element of Construction business (brownfield/minor works) to circa $50m and $5m OPS EBIT.• Successfully changed from labour hire/building business to industrial service/construction business.• Strategic development of major customers and industries. • Successfully completed several acquisitions and business development initiatives that considerably strengthened the business and enhanced profitability.• Created competitive advantage in certain market niches with substantive repetitive work. • Built up infrastructure, operational capability and corporate support. • Created an apolitical, passionate and driven culture.• Saved several lives through the health and safety initiatives we pursued.• Successfully dealt with the combined impact of a GFC and a large construction project loss.• Engaged in a smooth transition to a new CEO. Show less

I was appointed General Manager at a time that it was a renowned brand in a mature market with a market share of about 33%, though had been unprofitable for several years.Its distribution channels were the mass retailers (K Mart, Retravision, Mitre 10, Bunnings etc) and a large number of independent mower specialists - about 50% through each channel.Sales turnover was $50m with a workforce of 100 employees. Key aspects of the role included:Developing a new strategy, based on the… Show more I was appointed General Manager at a time that it was a renowned brand in a mature market with a market share of about 33%, though had been unprofitable for several years.Its distribution channels were the mass retailers (K Mart, Retravision, Mitre 10, Bunnings etc) and a large number of independent mower specialists - about 50% through each channel.Sales turnover was $50m with a workforce of 100 employees. Key aspects of the role included:Developing a new strategy, based on the strength of the brand and the development of new strategies across distribution, product and pricing. In June 2008 launched our Gold Dealer programme which was the centrepiece of a distribution strategy around the mass merchants and specialist mower dealers, which was followed by price increases and product innovation.Achievements delivered through this strategy included:Victa's market share went up from 33% to 50%Introduced unique product innovations Turnover grew to circa $70m and profitability went from losses to on average $5m + operating EBIT.Reason for leavingI had been with Sunbeam Victa for 6 years. I had developed a plan to takeover one of our primary competitors, Masport (an iconic New Zealand brand who we had seriously damaged) and to consolidate manufacturing and administration and then use the Sunbeam design model to leverage the iconic brand names on differentiated commodity product. Our owners, GUD, did not want to implement this strategy and I had taken Victa as far as I could. Show less

Internal transfer from CFO and COO of the whole company to run Victa that had been underperforming for several years