USG Boral is a leading manufacturer and supplier of plasterboard and related products with approximately 3,200 employees across 14 countries in Asia, Australia, New Zealand and the Middle East. With revenue at $1.5B in FY17, the company has maintained an impressive annual revenue growth of 11% per annum since its formation.Assigned to the role of Director Special Projects post restructuring of the manufacturing business, I led the USG Boral Process Methodology program (Lean Six Sigma) across Australia, Indonesia, Thailand, Vietnam and South Korea. A strong focus of this role was providing manufacturing expertise on new products and plant and equipment to the New Zealand Country Manager to support him during the establishment of a new territory.

In the position of Manufacturing Director, I had overall responsibility for all manufacturing operations and 220 employees at the Cilegon and Gresik Plasterboard Plants (Indonesia) and NZ Metals Plant to ensure production met the required safety, quality and cost standards whilst meeting operational targets and maximising profitability. This Brisbane based role required extensive regular travel across Indonesia and New Zealand.

As the Manufacturing Director of 4 Australian Manufacturing sites and 2 Indonesian sites I was responsible for ensuring production met the required safety, quality and cost standards and was completed meeting or exceeding operational targets. Total reports across the 6 sites were 482 employees covering manufacturing, engineering and logistics.

Within my role as National Manufacturing Manager I had overall responsibility for all manufacturing operations at the 4 Australian Manufacturing sites with 280 reports across the 4 sites as well as responsibility for the National Engineering Team.

In the position of National Operations Performance and Sustainability Manager, I reported to the GM Operations and worked with the plants to ensure formation and delivery of budgets and business plans which ensured continuous improvement across the Manufacturing function. This involved benchmarking and ensuring our people were equipped with the right methodologies through targeted training.

In this role I supported the Manufacturing Operations team, and assisted the GM Operations in delivering superior outcomes in areas such as delivery of Operations improvement initiatives, benchmarking, management of the Plasterboard Sustainability Reporting process, assisted GRA as required with GRA Operational issues. I was also a key contributor to various key strategic projects, including capacity upgrade initiatives, acquisitions, and Greenfield project feasibility studies.

Commenced in the position of Performance Leader, National Operations and moved into the Manufacturing Manager – NSW 6 months later at a time when the plant was undergoing many challenges. In this role I reduced plant direct cost of manufacture through efficiency improvement, and development of a low cost manufacturing focus. I also successfully negotiated the site EBA within Boral guidelines and improved safety performance on site over the period 1999 to 2001. I was an active member of the Boral Ltd Procurement Pilot, aimed at developing “best practice” procurement skills within the company. I lead the successful rollout of KT Rational Process into the manufacturing operation and managed manufacturing KPI’s moving all key manufacturing parameters toward world’s best.

Formed in 1855, CSR is one of Australia’s oldest manufacturing companies. Today it is a leading building products company in Australia and New Zealand and is the name behind some of the market’s most trusted and recognised brand names, employing 4,200 people with over 220 manufacturing and distribution sites and annual revenue of over $2.5 billion.This role was key to CSR’s delivery of $90million reduction in operating, distribution and overhead costs through implementation of the Operational Improvement Plans in YEM98. This was achieved by liaising with CSR Australian Business Units to develop uniform reporting of Operational Improvement across the company. Reporting to the company CFO, this role required development of strong relationships with the different businesses in the CSR group (at this time Sugar and CSR America were still part of CSR). Key tasks included assistance with the preparation of Operational Improvement Plans (OIP) for the YEM99 financial year, and Providing CSR America with the skills to fast track introduction of Operational Improvement Plans for the American businesses for YEM99. Prior to 1997 experience gained in the Plasterboard Manufacturing, Oil and Gas and Sugar Refining industries.