A senior business improvement professional, self-employed as a consultant for the past 15 years. Retained by CEOs and C-level managers of large and mid-sized companies to design and lead strategy development, strategy execution and related program management. Frequent specialisation in process improvement, post-acquisition integrations and establishment of Project Management Offices (PMOs). Author of multiple guidebooks and white papers. Black Belt in Six Sigma.Process experience: all demand chain and supply chain processes. All supporting processes.Industry experience: professional services, software, finance, health, pharmaceutical, aged care, FMCG, primary industry, manufacturing.Client experience listed companies: CSR, Stockland, Cardinal Health, Microsoft, Genetic SignaturesClient experience private equity: Quadrant, Permira, Navis, Archer, Ironbridge, Riverside and othersClient experience NFP: Uniting, IRT Group.

Retained by: Director of Operations Brief: Enhance the PMO I designed and set up in 2019, so it fully meets Device's current business requirements.Achievements: - collaborated with all stakeholders to identify the new requirements- currently implementing the new requirements

Retained by: Director of TransformationBrief: Establish a specialist team to deliver business process transformationAchievements:• Established team collateral and profile and developed senior level relationships• Designed transformed processes in home care, for quantum gain in customer and employee NPS

Retained by: CEOBrief: Enhance project governance and outcomes by implementing a Project Management OfficeAchievements:• Designed and fully implemented the PMO on time, on budget and to specification in 3 months• Achieved sustainability: new PMO capabilities still fully utilised 12 months after engagement end

Retained by: Australian CEO then global CEOFirst brief 2018: Manage the integration of an Australian acquisitionSecond brief 2019: Establish the integration program for a $100M US acquisitionThird brief 2021: Design and implement major improvement to warehouse processesFourth brief 2022: Design and implement major improvement to manufacturing processesAchievements:• 1st brief: integration completed on time, on budget, and to specification with 20% cost synergy• 2nd brief: developed a solid foundation for the US-based integration, handed over to US locals• 3rd brief: Achieved 30% increase in DIFOT, 50% reduction in delivery non-conformance• 4th brief: transformation of device production. Reduced customer complaints from 3.5% to 0.5%

Retained by: Australian Managing DirectorBrief: Lead design and implementation of quantum improvement to tender and contract managementAchievements:• Created a collaborative, cross-functional team• Identified root causes of process problems and designed pragmatic initiatives to resolve• Implemented target initiatives to specification and on time

Retained by: General Manager Consulting and LicensingBrief: To improve the lead-to-order processAchievements:• Led workshops with multiple participants to understand the as-is process• Gained stakeholder buy-in to improvements to increase process velocity by 30%

Retained by: COOBrief: Enhance project governance and outcomes by implementing a Project Management OfficeAchievements:• Stand-alone enterprise-wide Project Management Office (PMO) created within first two months• Fully embedded for sustainable hand-over on schedule within 12 months• Achieved sustainability: new PMO capabilities still fully utilised 3 years after engagement end

Retained by: CFO and CIOBrief: Enhance project governance and outcomes by implementing a Project Management Office Achievements:• All inflight projects under new governance within 2 months, fully functioning in 3 months.• Identified an 80% increase in benefits for a major project via a new business case• A legacy of well-trained project leaders and an ongoing PMO Manager

Retained by: CEOFirst brief: Integrate 5 acquisitions into a single new companySecond brief: To lead the development and execution of the new company’s business strategyAchievements:• Achieved integration of all 5 acquisitions in line with expectations• Led the development of new business strategies for all five target market sectors• For the primary growth market, established a new business model to enable 60% revenue growth

Retained by: CEOFirst brief: Integrate a 120-resident aged care centre, plus 3 retirement villages with 500 residentsSecond brief: Lead the development and execution of a transformative new business strategy.Achievements:• Achieved integration of the aged care centre just 2 months after being engaged• Achieved integration of the 3 retirement villages, which has been considered too hard for 3 years• Developed a comprehensive new business strategy for all five of IRT’s business units• Transformed the Home Care business to maintain 100% of revenue despite increased competition• Designed and implemented a Project Management office (PMO)

Retained by: CEOFirst brief: Lead a company-wide transformation program to relocate, offshore and outsourceSecond brief: Lead the integration of two major acquisitions (Valeant and Bausch & Lomb)Achievements:• Led offshoring of manufacturing and outsourcing of distribution (1000 SKUs). Completed on time • Then asked by the CEO to lead integration with Valeant; completed on time and budget• Then asked by the CEO to lead the integration of Bausch & Lomb, involving 30 separate projects • Designed and implemented a new distribution process reducing cost 25%, moving 6 suppliers to 1

Retained by: EGM ProcurementBrief: Transform the procurement process to reduce unit costs and reduce risksAchievements:• Planned and designed a company-wide improvement program for procurement• Authored a comprehensive on-line guidebook for procurement techniques and processes• Led implementation for contractor procurement. Reduced cost 20%, met risk objectives.

Retained by: EGM of the largest divisionBrief: investigate safety risks, design a solution and implement itAchievements:- Planned, designed and implemented a company-wide system for workplace safety management for 3,500 employees. Contributed to a 13% reduction in lost-time injuries.

Retained by: EGM Corporate ServicesBrief: establish standalone IT, Finance and HR capabilities, in time for the de-merger from CSR LtdAchievements:• Defined the de-merged sugar company’s IT strategy• Implemented full separation from CSR by the deadline, with a cost outcome 20% below budget• Designed and implemented standalone Finance and HR shared services on time and budget• Designed and implemented the sugar company’s internet and intranet on time and budget• Thereby contributed to the timely sale of CSR Sugar to Wilmar at a price above expectation

Engaged to design and implement a new range of HR managed services. This involved the full suite of HR business processes: workforce planning, recruitment, performance management and HR admin. Successfully signed and transitioned the first major client to a $20Mpa multi-year contract.

Responsible for achieving step-growth in revenue for HP Services business in Australia. Identified an SAP practice as a growth target, and successfully transitioned the first major client on a $20M contract.

Responsible for P&L, service level performance and customer satisfaction of a $100M pa major client. Successfully renewed major contracts and improved C-level relationships.

Responsible for consultative selling and design of complex IT services of $25-$50M in value. Met revenue and profitability targets. Re-engineered the new business generation process.