Whysail is a privately held importer and exporter of stationary goods, predominantly through the Planners Anonymous brand. My role entails management of warehousing, production, fulfillment, customer service and finance functions, as well as oversight over procurement, product development, marketing and sales. A young business, Whysail and its brands have grown steadily under my stewardship and we're entering an exciting growth period, with opportunities to grow revenue through subscriptions, licensing and online retail sales to customers all across the globe.

As a part of the Algeco Group, a worldwide leader in the construction of modular buildings, Ausco is a key contributor to the growth of Australia's mining, infrastructure and education industries.In my role at Ausco, I was responsible for growing the business through improvement of the customer experience, which included building a better understanding of key customer persona's and the journey they undertook, identifying attractive target customers for the business to develop product for and for improving the business' ability to respond quickly to customers through the improvement of processes and customer facing assets. A broad role, my success was built on collaboration with a number of stakeholders across multiple functions and operating sites.

In this role I have primary responsibility to develop and implement the marketing strategy based on customer segmentation and market growth to achieve overall business objectives and financial targets. I also have responsibility for the Cement Australia brand, customer engagement strategies and am responsible for aspects of customer loyalty management.

Heading up the marketing function at Affinity Education Group, one of Australia’s largest early childhood education providers, I was charged with building a marketing plan that will maximise new enrolments, while also improving retention and loyalty as customers progress through their life cycle - ultimately delivering year on year improvement in group occupancy.KEY ACHIEVEMENTS: •Built and implemented the groups digital engagement strategy, linking all elements and providing a platform for improved leveraging of owned assets, including leading the businesses first foray into digital media and relaunching websites and social assets for each of Affinity's 166 operating sites;•Developed, trialed and implemented a school readiness program, improving retention of profitable customers and driving enrolment by targeting a key driver amongst the target market;•Implemented a group wide CRM solution, providing structure and improving management of the customer life cycle (particularly at the initial engagement phase), and giving insight as to the barriers to enrolment that need to be addressed on a site by site basis;•Improved the delivery of an aligned marketing plan by colleagues across multiple roles in the business, by building a 4 pillar structure that is easy to understand and action – empowering employees with little or no marketing background to remain focused on building our brands and improving the connection we have with our customers.

Promoted to Customer Marketing Manager soon after joining Selleys, I took on increasing responsibility for developing broader marketing strategies across PR, digital and social media. Still responsible for driving category management, I am responsible for driving business performance for 52 brands and 1370 SKUs and leading a team of 4 marketing executives.Throughout my time with Selleys, I have displayed advanced strategic planning abilities, and have identified, developed and executed a number of innovative change programs to drive improved efficiencies and increase the alignment between sales and marketing.KEY ACHIEVEMENTS:• Overhauled communication between HQ and sales field team to create clarity of message, streamlining planning processes to improve and promote engagement and drive sales and marketing alignment;• Delivered a multi-million dollar hit in additional revenue sales as lead on a strategic category review for Bunnings in 2010, negotiating a successful exclusivity clause that saw 2 competitors lose range;• Delivered significant time, cost and productivity benefits through proactively moving to streamline 3 month, 83 page annual planning process to a 12 page template that took 2 weeks for 2013;• Increased overall customer experience by introducing interactive touchscreens and staff training to improve in-store customer journey.

Selected to move internally within the Dulux Group to take on the fantastic opportunity to manage a highly profitable category for Selleys, I led the strategic planning process for a portfolio of brands worth over $60 million in gross sales. This role focused around driving category innovation and spearheading continuous improvement projects to really push the brand above and beyond expectation.KEY ACHIEVEMENTS• Presented and secured management buy-in for a brand overhaul for Liquid Nails, delivering uplift in brand value and market share, realigning price and redeveloping packaging after thorough consumer led research;• Successfully developed and executed on-time and on-budget 4 year new product pipeline by improving and leading the relaunch of core SKUs every 12 months.

A challenging role within a fragmented market, I was tasked with developing strategies to rapidly increase profitability of low value products and grow market share. I achieved this by bringing a much-needed injection of innovation and creativity to brand planning, while maximising effective use of budgeting spend, to position the company ahead of the competition.As a result of my success, I was chosen to take part in a breakthrough team to design, structure and roll out a suite of change initiatives throughout the business.KEY ACHIEVEMENTS:• Maintained top line sales and improved profitability of main categories in record time;• Successfully completed a 4 year road map for the category, providing direction to technical, sales and subsequent marketing team members;• Attained 7% revenue increase and regained market leadership by successfully launching new products capturing 30% market share in a record time of 6 months setting the foundations for longer-term premium organics success.

Responsible for executing strategic marketing initiatives to increase market share and improve brand health KPIs of Dunhill and B&H, I managed a number of projects to achieve brand strategy objectives, including leading a pack refresh, rolling out an artwork overhaul for 24 SKUs and production of marketing collateral for a key promotional campaign.KEY ACHIEVEMENTS:• Drove distribution opportunities for the Dunhill brand by developing and implementing a 12-month promotional program with field sales marketing “toolbox” for utilisation, selling through in record time of 3 months;• Developed and launched a soft pack to improve Dunhill brand, coordinating all market research, focus group testing and roll out calendar to achieve a higher than expected uplift in trade sales.