Leading Australia’s largest cold storage logistics provider with 21 warehouses (over 500,000 frozen pallet spaces), 250 trucks and 1,800 team members.- Establishing the culture for the Australian Leadership Team and the local operation including hiring and promoting from to build an exceptional leadership group- Servicing major retail and FMCG customers including our largest customers Woolworths (delivering all the frozen and chilled goods sold in Woolworth's Victorian supermarkets) and 7-Eleven (daily delivery of all frozen, chilled and ambient goods for 700 stores on the East coast of Australia). But also most Australian fresh food manufacturers and producers plus McCains, Simplot, JBS, Lamb Weston, Fonterra, Saputo etc.- Major customer negotiations- Capital planning and delivery (R&M plus growth initiatives)- Leveraging the global matrix organisation to deliver global best practice into Australia- Leading Australia through the global LEAN journey including certification for our largest sites- Due Diligence for business purchases in Singapore, Australia and New Zealand- Negotiated over $100m of property purchases- Over time reporting to leaders in both the US and AsiaPac

Accolade Wines (owned by Carlyle PE): Led the planning and execution for operational separation and sale of three wineries and associated vineyards: Stanley Winery, Swan Valley (formally Houghton Wines) and the Knappstein Winery and Vineyard. Worked directly with Accolade LT and the Caryle team on execution. Emergent Cold (a cold Storage logistics provider owned by Elliot Capital): Established the Asia Pacific Project Management Office to effectively integrated purchases in Sri Lanka, Vietnam, Australia and NZ and major projects such as common ERP implementation across the businesses. Grant Thornton: Project Managed the go-live announcement of Coles’ new automated Distribution Centres to ensure operational stability through the transition as DC's learned they would be part of a rationalisation program.

• Brought in to ensure the delivery of key projects as part of the Private Equity turnaround ahead of the IPO . Led the PMO delivering $120MN of EBIT improvement projects• Projects included $35m per annum of automation projects; $20m of procurement initiatives and the closure of a major processing plant and consolidation of the volume into other facilities. EBITDA improvements exceeded the original target helping support a highly successful liquidity event• At listing took on the portfolio of various Operations Excellence functions including the Engineering group plus and Maintenance, Safety team, Worker’s Compensation function, Transport and Live Bird Handling• Also operated as GM Victoria integrating the Ingham’s assets in Victoria (62 farms, a feed mill, a major processing plant and a secondary processing plant)• Managed government and regulator relations in Victoria including meeting local politicians, maintaining relationships with regulators (PrimeSafe, WorkSafe, Industry Victoria etc), chairing the Victorian Chicken Meat Council and involvement in local business advocacy organisations - all to support Ingham's ambitions in Victoria as housing development encroached on legacy assets.

• Brought in as the first recruit of the new CEO to work on his change agenda. The key challenges were integrating diverse legacy acquisitions, setting a fresh culture and reducing cost to maintain margins (especially after the decline in mining capital projects)• Held numerous portfolios with the purpose of affecting change, including the call center and central recruitment function (70 FTE), Marketing, Indigenous Employment, and Strategy development for the Workforce Services business (~$900MN revenue), • Led the Safety and Workers Comp (50 FTE) including monthly face-to-face engagement of the Board of the ASX200 listed company• Led the Financial Services portfolio through implementation of a new ERP including Procurement, Accounts Payable, Credit (collecting $1.2B p/a), Property (a portfolio of 140 properties nationally) • Led the New Zealand business through strategic review then sale to a listed competitor

Shell Retail’s first Global Health and Safety General Manager. Accountable for developing the first global team, standards and strategy. Developed the vision for the global safety culture and got buy-in from the executive leadership team. Accountable for safety performance of 1m service station staff and the 100,000 contractors working on construction and maintenance. Delivered a substantial step-change in safety performance across 64 countries. Integral part of the leadership team identifying, acquiring, building, maintaining and decommissioning the network.

Led the $300 MN p/a Shell Retail business in Guam, Saipan, Palau, Papua New Guinea, the Solomon Islands, Fiji, Tonga, New Caledonia, Vanuatu and French Polynesia. Implemented the first Retail structure by consolidating 4 separate businesses and then integrated Pacific Islands into the Asia Pacific Retail organisation to reduce costs by 30%. Delivered record sales and profitability with full accountability for the P&L.

Member of the Asia-Pacific strategy team, an internal consulting unit supporting strategy development in the region. Worked extensively with McKinsey and Accenture developing and assessing strategic projects for the East.

Accountable for the full P and L (pricing, staffing, maintenance etc) of 20 sites