Negotiated Enterprise Agreements across the Australian Coca Cola Europacific Partners Business

As Head Of WorkPlace Enablement I was engaged in reviewing the Work Organisation and what structures and skills were required for the Organisation to grow and buffer against the Supply Chain challenges that came through Covid. It was vitally important that Organisations understood the challenges and through smart decisions put themselves in positions to meet the challenges. The changes required were predominately related to Skills, Capability, Employee attraction and retention, Engagement… Show more As Head Of WorkPlace Enablement I was engaged in reviewing the Work Organisation and what structures and skills were required for the Organisation to grow and buffer against the Supply Chain challenges that came through Covid. It was vitally important that Organisations understood the challenges and through smart decisions put themselves in positions to meet the challenges. The changes required were predominately related to Skills, Capability, Employee attraction and retention, Engagement, Industrial relations and Supplier Engagement. Show less

In the role of Operations Manager, I initially had to change the culture of the workplace, we managed this via smart Enterprise Agreement negotiations and resetting the expectations of Management and the employees with regards to standards, consistency, engagement and communication.We then introduced LEAN methodology via CCI TRACC processes to assist us in setting disciplined practices in place. Once the culture was set we then required performance improvement to attract Capital spend… Show more In the role of Operations Manager, I initially had to change the culture of the workplace, we managed this via smart Enterprise Agreement negotiations and resetting the expectations of Management and the employees with regards to standards, consistency, engagement and communication.We then introduced LEAN methodology via CCI TRACC processes to assist us in setting disciplined practices in place. Once the culture was set we then required performance improvement to attract Capital spend to expand the Moorabbin Operations. Over $50M has been invested at Moorabbin with more to come Show less

I had responsibility for International franchise arrangements and all quality aspects of CUB products in export markets. Until the recent sale of Fosters Pacific Limited I was responsible for the redevelopment and review of the Pacific operation sites

Responsible for 4 sites across Fiji and Samoa which included Supply, Sales, Marketing Finance and HR. The role included responsibility for the Pacific P&L. I was also a Director of Fosters Group Pacific as well as Chairman of Samoan Breweries Ltd.

As GM Abbotsford I was responsible for the complete conversion of raw materials to Finished Goods managing up to 450 people across a 24 hr operation. Responsibility involved Planning, Safety, Environmental, Cost, Efficiency, Capital, Energy and CI.