Bustle was created by a team of Transport Specialists with a vision for a safer, more connected, responsive and smarter Road Freight Industry. This has led to the development of the Bustle platform, providing all operators with essential software for a smarter industry. Created with an intent to remove the complexity of an industry which is highly fragmented, very competitive, lacks transparency and is still very dependent on paper-based processes, towards a simpler model where operators are empowered to see the whole picture. Businesses that are powered by Bustle, are connected to live insights that help them operate efficiently and drive future growth. Our customers operate with the confidence that they can meet the highest standards of safety and compliance, they can identify every inch of margin and be highly responsive to the opportunities of a rapidly growing industry. Underpinned with a compliance suite that aligns with the Heavy Vehicle National Law and Regulation framework for industry approved practices, operations of all sizes are provided with responsible tools and solutions designed to reduce risk and exposure to harm. Providing support for essential services that allow operators to focus on safety and not be burdened with inefficient paper-based processes. The platform has 4 connected modules across Operations, Safety & Compliance, Finance and Assets. Connected driver applications with simple interfaces empowering staff, delivering single touch data entry, capturing whole information sets for all levels of stakeholders involved in your operation. Bustle is easy to implement and integrate within Road Freight businesses of all sizes. We guarantee a turn-key system with all Drivers, assets and rates imported to your customised portal within 7 days of submission.To understand how Bustle can help you see the whole picture, please contact me - Michael Holden, michael@bustle.com.au or call me on 0417051124.

Crown Money Management is Australia’s leading company in Debt & Money Management – specialising in getting clients out of debt quicker by helping them manage their money more effectively. Over the past 12 years Crown has shown thousands of Australians how to get their incomes working for them, as well as reducing the term of their home loan AND their monthly mortgage repayments.Crown simply educates their clients and shows them the powerful benefits of having the LOWEST TOTAL COST HOME LOAN on the market. The key to Crown Lending’s success has been the regular monthly contact with EVERY client, helping them track their progress and keeping them accountable – similar to that of a Personal Trainer! The proof is in the results, as many clients have gone from being in debt for 30 years to knocking their home loan off in under 14 years!

- $50 million per annum revenue business- Direct report of approx. 50 full time employees & 30 sub contractors with head count of approx. 70 drivers- Responsible for all day to day operational & customer activity;- P&L disection and reporting- Management of contracted customer base- Credit approval/rejection- Labour & wages cost- Key stakeholder in sales executive meetings and business development- Redevelopment of business process with key focus on reduction in administration & labour costs- High involvement in HR management within RDS business unit- Cost control strategy conceptualisation and implementation- Stakeholder in Chevron bid, project & implementation

- Integrated the customer service, mining services & metro distribution business units in to a network centre – total head count 35 employees at 25 sub-contractors- Conceptualised metro KPI’s with focus on financial vs customer service metrics i.e frequency, lead times, touch points- Control of $22m revenue P&L - Business development through existing & new customers o Rio Tintoo Woodsideo Mining, Oil & Gaso Woolworth’so Coles- Expedition of service requests, job allocation & completion- Implemented a business matrix creating delegation of authority for specific roles & tasks within the PNC- Quantified compliance percentages over multiple business units verifying actual performance- Identify compliance failures/revenue leaks- Project planning and change management support towards business direction in line with Centurion management group- Lead a large & diverse range of metropolitan drivers through safety culture evolution (Company & Subcontractors)- Toolbox meetings & PSI meetings- LEAN & Six Sigma- Process improvement projects

- Management of key mining contracts worth in excess of $100m revenue per annum.- Manage a team of contract coordinators responsible for communications with internal and external clients in relation to services provided to mining customers.- Safety and Quality Manager direct report with high level involvement in proactive safety initiatives & support culture adaptation. - Implementation and maintenance of internal processes to add value to mining customers and business improvement – LEAN, Six Sigma- Compilation and presentation of contractual KPI’so DIFOT & Cycle timeso OSR processing & discrepancy resolutiono Non-conformance reporting- Management of value share performed for major mining clients. - Contractual understanding ensuring business compliance and maximisation of revenue opportunities. o Outside scope service requestso Costing of additional/new serviceso Revenue leakage – conceptualised & implemented a process that captured $1million per month of previously uncharged revenue- Contract tender response development

- Managing and leading a team of 50 staff working in a busy and risk-associated environment in a $40m, 75,000 m2 transport hub- Performance management of all operations staff & supervisors- Management strategy meetings- Daily monitoring of resources (staff and equipment) – remove waste, increase productivity- KPI and metric analysis for reporting- Weekly wage associated cost control and monitoring of $75k average weekly spend - Purchasing control of operational equipment required onsite $250k annual spend- Conceptualising and implementing projects and strategies suited to my operation and the business - Weekly toolbox and LEAN meetings- Manage internal compliance to company policy and procedures i.e. scanning, Take 5, pre start checks

FMCG Manager (June 2010 – March 2011) - Reporting to the GM of Operations- Management of FMCG Contractso Coleso Coles Expresso Woolworth’so Kmarto ISS - $40m contracted spend- Build and maintain ongoing relationships with key clients- Attend weekly, monthly and quarterly meetings with multiple key customer contacts.- Develop desirable communication channels tailored to individual client requirements- Regular regional store visits to ensure quality and controls are in place- Manage the Coles Southwest Group of three office based employees and eight company drivers, who plan 160-190 trailer movements per week- Manage weekly operating costs in the Southwest Coles Group of $110k to $160k- Manage a base of 22 owner operator subcontractors- Analyse weekly P&L statements - Provide operational solutions to existing and new customers to increase efficiencies in service and costs.- Business development – back loading opportunities or additional synergies. - Implement and obtain Centurion policies on OH&S standards across staff and subcontractors.- Submit weekly KPI reports to customer contacts regarding our service standards.

- Manage the linehaul team of three office based employees who plan in excess of 350 trailers (150 trips) on a weekly basis.- Oversee 16 company drivers that operate between 10 company vehicles.- Manage a fleet in excess of 120 prime movers and 30 subcontractors with 100 drivers- Involvement in the Coles Express, Coles Regional WA, Kmart and Woolworth’s contracts. Attending monthly meetings and offering operational compliance and improvements.- 3rd party specialised logistics movements both costing and charging.- Control linehaul costs of $1m spend per week through monitored payments to subcontractors.- Business analysis through custom reporting tools.- Monitor equipment and driver utilisation seeking to maximise where possible.- OH&S compliance and implementing new procedures.- Sub management of rural depots monitoring trailer returns.- Work as a broker internally between departments from workshop through to customer service.- Enforce fatigue and HACCP audits on all drivers with a corrective action plan in place.- Conduct daily KPI spread sheets to monitor daily movements and performance

- Reporting to the Linehaul Manager- Planning & coordination of:o All metro collections & deliverieso Over 300 trailer movements per weeko Forward & return logistics and resource managemento Supervised 120-130 drivers & prime movers on the road 24/7- Internal relationship management i.e. dock & yard supervisors, workshop manager, Sales etc. - Plan and schedule the entire linehaul operation in relation to the linehaul plan that is in place with added trips through full riggers and additional freight/customer expectations/requirements.- Resource control through detailed recording & high level communication with regional managers.- Incident response management & first response notifications- Manage the Hot Shot, Ravensthorpe sample run and Alinta Pipeline drivers.