DUBBL offers advisory and support services in functional areas covering business strategy, B2B marketing, commercialisation of technology, operational effectiveness and project management. Existing clients include organisations from the mining, renewable energy and manufacturing sectors, and DUBBL also seeks to serve SME’s and corporations working in the Agribusiness, Defence and Circular Economy-focussed industries. Although the work undertaken by DUBBL spans a wide variety of technologies, an increasingly frequent theme is the applicability and value of nitrogen both within and as linkage between some of the described industries. New clients to DUBBL will appreciate an approach to client satisfaction that includes:* a holistic business perspective which considers the impact of change to all key internal functions;* the ability to incorporate opportunities and beneficial practices from outside the core industry of the client;* a proudly non-formulaic engagement process which prioritises an understanding of the clients unique circumstance in order to deliver the most business-relevant outcomes possible, rather than providing generic industry-level advice; * the recognition that recommendations must be sustainably actionable in order to offer value to the client; If this sounds helpful to your business please get in touch, I’d love to chat!

Multiple responsibilities including:• management of small (<30 employee) sites within Orica’s continuous manufacturing group;• oversight of the Continuous Improvement (inc LEAN) program and processes throughout the continuous manufacturing group;• business management of several complex, multi-site projects within manufacturing. This includes emissions reduction activity and also supply chain network optimisation for specific product lines;

Within Orica, the Services category encompasses over A$2b of physical assets and 4000 billable personnel. These resources are marketed under 400+ distinct product lines (SKU’s) and the associated revenues comprise 15% of Orica’s annual net income. As the Global Marketing Manager for Services, I led the marketing strategy for the category across a 5yr time horizon. This required the establishment of common strategic priorities and objectives among the marketing teams in Orica’s four regional businesses (APA, EMEA, LatAm & North America). It ultimately delivered our global customers with a consistent suite of offerings and associated pricing, whilst ensuring that our investment in R&D added value in all geographies. Some specific accountabilities and outcomes of my 3 years in the role included:• delivering 5+% YoY growth in both revenues and margin derived from Services;• managing a complete ground-up revision of the Services sales architecture. This coincided with a company-wide business transformation program using new ERP software, and enabled a significant review and optimisation of the portfolio;• created tiered Service offerings and pathways to migrate customers through these levels based upon incremental value; • updated the Global Pricing Policy and held approval authority for any exemptions to policy;• owned decisions regarding intellectual property within the Services category;• initiated partnership arrangements with major 3rd party METS organisations to deliver cutting edge technology in bundled offerings; • Delivered monthly feedback on category performance to the Orica executive;

Orica has developed a suite of digital technologies to enhance our more traditional blasting products and services. These technologies sit under the banner of our BlastIQ™ Platform and empower better decision making and increased control of blasting outcomes. The Marketing Manager – Digital Solutions was a newly-created position in 2015 and I developed the original BlastIQ branding and product architecture for this suite of technologies. I was also responsible for generating the initial channel and pricing policies, prioritising the launch opportunities and content within our regional businesses and, in many cases, promoting the Digital Solutions directly to Orica's major customers in a number of global markets and geographies. Following launch I actively managed the Product Development pipeline for Digital Solutions by aggregating the needs of customers and internal users and aligning these with value propositions within the mining industry.

Supporting the Global Marketing Manager for Orica Services, this role focused on the commercialisation of new mobile equipment and bulk-handling technology for the efficient delivery of industrial explosives into blast holes, for both open-cut (surface) and underground mining markets. Role accountabilities also included rationalising the existing delivery systems catalogue to align with changing customer needs in various market segments, and to drive profitability in this product line whilst delivering value to our customers. The role required considerable customer engagement and the development of marketing and communication plans.

Successfully oversaw the construction & commissioning of a 250ktne/yr-rated AN Emulsion manufacturing plant. Full accountability for the budget, schedule and functional delivery of the project as well as worker safety, environmental impacts and regulatory approval processes. 110 companies and over 800 workers were engaged in the completion of the project.

Accountability for production of 420ktpa of AN on-spec and to budget. The role included line management of 36 personnel who worked a continual shift roster to operate 3 Nitric Acid and 2 Ammonium Nitrate plants along with a variety of plant infrastructure. This role included accountability for safety and environmental issues relating to the operations.

Initially providing project management to deliver safety outcomes and reliability improvements at the Orica Nitrogen LLC manufacturing facility in Illinois, USA. When the Ammonium Nitrate production operations ceased due to asset rationalisation, I was appointed Site Manager to manage the demolition of the factory and remediation of 1400 acres of land upon which historic dynamite production facilities had operated. With a staff of 6 plus numerous contractors, the plant was demolished and sold at a profit. I also established a soil & groundwater monitoring program and oversaw creation of an environmental provision to address ongoing issues at the site. During this period I also spent 3 months in Norway to manage the Phase 1 Environmental Site Assessment of another legacy site which had a history of commercial explosives manufacturing.

Initially involved in plant reliability and mechanical engineering project work on world-scale Nitric Acid and Ammonium Nitrate Plants. Twice seconded into corporate engineering roles to commission an AU$5M Ammonium Nitrate Emulsion Plant and then a AU$38M Ammonia Import Terminal. From 2001 onwards I led a team of 14 maintenance technicians on a continuous-operation world-scale Sodium Cyanide Plant, consistently delivering 97% plant uptime to ensure achievement of production targets.

Working between the Australian corporate office and PVC manufacturing operations in a variety of development roles including engineering design and plant projects.