V/Line, Victoria's largest regional passenger transport operator, has a long history of serving its communities through rail and coach services. As part of a constantly evolving industry, V/Line is responsible for over 80 train stations and maintenance of approximately 3,500 kilometres of rail track across Victoria. The organisation is committed to maintaining high customer satisfaction ratings in the industry through continually working to improve the customer experience.In this role I am responsible for the management of V/Line's coach contracts, including commercial compliance and the delivery of optimal outcomes for new and existing contracts. Identification of systemic issues and reviewing the need for contract amendments/variations and the negotiation of these are key functions. The role requires excellent stakeholder management skills across a wide spectrum of government, industry association and the private sector. It also requires strong business case development and project management skills.

Business Management & Market Research ConsultantA/V Lifts Pty Ltd, Ignite Research/Market Pulse InternationalCurrently I am providing consulting services to the above companies with a focus on:•Sales, marketing and general business management advice•Market investigation/development and in-depth technical interviews

Responsible for the management of the Planning, Marketing Business Developmentand Charter Departments, reporting to the Group General Manager. Member of the leadership team. Achievements include:•Development of complete tender proposals including major public events such as the President’s Cup Golf Bus Shuttle, peak period services such as the Chadstone Xmas Shuttle and regular services such as the V/Line Rail Replacement and the Mornington Peninsula Education & Employment program.•Project management of network reviews and new timetable implementation such as the Intermodal Project for Melbourne’s outer east designed to eliminate duplicated services, make route alterations that meet the changing community demands and significantly improve intermodal coordination (trains and buses).•Creation of policies & procedures for the Planning and Charter departments consistent with ISO 9001:2008 quality system requirements.•Modified procedures for the use of the Transport Integrated Management System (TIMS) to improve efficiency and effectiveness of the charter department.•Marketing, communications and sponsorship initiatives across the group.•Managed the merge and integration of the two Marketing Departments, created new designs for route service and charter vehicle livery and branded stationery, a website review with the purpose of refreshment, improved functionality, increased online enquiries/sales, and the introduction of social media as a marketing and communication tool.•Well regarded stakeholder management – Public Transport Victoria, State and Local governments, Melbourne Convention and Visitors Bureau and business groups. Formulated plans to improve access to bus services for all and to encourage a wider set of commuters to use public bus services.

AAA Tourism is the national tourism body of Australia’s Auto Clubs (RACV, NRMA etc.). It manages Australia’s Star Rating Scheme and publishes the Auto Clubs accommodation guides and their online accommodation content. Responsible for the general management of the Star Ratings business including membership sales, marketing, financial management, operations and Board reporting. Member of the AAA Tourism leadership team. Achievements include:•Created a 3 year strategy to modernise the Star Ratings and expand revenue streams.•Revised all policies & procedures and achieved ISO 9001 accreditation.•Restructured the operational model to deliver assessment cost efficiencies converted to a superior customer value proposition.•A broadly welcomed comprehensive Scheme Review.•Cultural change – greatly improved customer focus through the adoption of a more consultative approach to the assessment process.•Well regarded stakeholder management – regular speaking engagements at industry conferences.•Introduced a broadened product range – consultancy services, consumer feedback, benchmarking and expanded auditing services.•Contained operational expenses reflecting a year to year reduction in real terms in an environment of increasing costs. •Excellent staff retention.

GAPbuster Worldwide is a leading Brand Experience Agency operating in over 30 countries. Using data principally gathered through mystery shopping and customer satisfaction surveys, GBWW provides its clients with solutions which produce tangible bottom line improvements. At this time it had an annual turnover of $32M and boasted clients such as McDonalds, the Coles Myer Group, Blockbuster, BP, Esso and the ANZ. The COO had full P&L accountability for Operations, Contact (Call) Centre, IT, Human Resources and Quality Assurance. Achievements include:•Created a strategy to meet the company’s IPO vision and gained buy-in from all departments.•Drove reduction of operational deficit by 80%.•Successfully managed the restructuring of the business to ensure future growth capabilities with the expectation of an IPO in 2007. Reduced client enquiry response times by 29% over 6 months. Redefined Business Units to ensure clear accountability and defined processes.•Achieved a 33% reduction in operational costs in 6 months by initiating and implementing an Operations restructure. o Eliminated excessive contact centre costs by migrating it from an offline to an online ordering/reporting system. Reduced contact centre overheads by 40%.•Successfully implemented a change management program to assist the company during a time of significant growth when annual revenues increased by $14M. o Introduced interdepartmental Service Level Agreements and meaningful Key Performance Indicators. o Improved the quality and speed of client reporting by 25% over 6 months.•Initiated and supervised the introduction of a new contract review process. Supervised the negotiation of printing and distribution contracts.

The Specialist Holidays Group is a part of the world’s largest Travel Group, TUI AG, which owns numerous tour operators (wholesalers), travel agency chains, airlines, cruise ships and hotels. The UK tour operators Crystal Holidays and Thomson Holidays are clear leaders in the Ski & Snowboarding and Lakes & Mountains markets, carrying 300,000 passengers per year. The program managed operations in 14 countries with five overseas offices (France, Austria, Andorra, Italy and North America). The property management portfolio consisted of 32 hotels, 180 catered chalets and 35 bars. The Overseas Director was responsible for all overseas operations, reporting to the Managing Director and was responsible for an operational budget of $80M and an accommodation-purchasing budget of $250M. Achievements and experience included:•Managed the successful merger and restructure of the Thomson /Crystal Ski & Lakes programs: o Streamlined all programs to ensure cost efficient operations o Retained the integrity of each brand o Delivered a $3M profit increase•Introduced 2 additional SHG operated hotels and 4 additional SHG operated bars.•Reduced customer complaints by 8% and compensation payments by 11%.•Identified cost reduction opportunities through the creation of a single model for ground transportation for all overseas operations (14 countries). Assembled a project team to create specification, awarded contract and oversaw its implementation. o Achieved 16% reduction in ground transportation costs

•Full P&L responsibility for the Product, Marketing and Overseas Departments•Managed product development, brochure production and marketing.•Managed the product purchasing department. •Expanded the programme by 34% (to 202,000 passengers).•Increased turnover by 21% (to $228M).Jul 1996 – Jul 1999 Crystal Holidays Inc.Director of North American Operations •Delivered a 20% increase in net operational profits after the first year, followed by increases of 16% and 12% respectively in years two and three.•Expanded the ‘Chalet’ program by 50 % in two years.•Introduced 3 Crystal operated hotels. Breckenridge, Killington & Banff Ave Inn.•Introduced 8 new premium resorts. – Fernie, Kimberly, Kicking Horse, Big White, Silver Star, Sun Peaks, The Canyons and Sunday River. •Introduced a number of new computer based operational platforms, including a Sales Monitoring and Control System and a comprehensive ground transportation system.Sept 1994 – June 1996 Crystal Holidays LtdGeneral Manager, France, Switzerland & Andorra•Successfully managed operations and product development in France, Switzerland and Andorra encompassing 33 resorts with an operational budget of $25M.