Consulting to the construction and building materials industries on strategic and operational issues. Providing services including process analysis and improvement planning, gap identification and prioritisation, and strategy development.Projects completed include:. Hynds (New Zealand) - Organistional Structural review of enquiry to production handover processes (2016). Metromix - Strategic footprint analysis (2016) . Hygrade Water Australia - Strategic alignment, growth opportunities and overall business health (2017). Everhard (2020) - Project manage consolidation of muti-site manufacturing operations onto a larger central site. Photography - Working at Large Industry Awards nights etc capturing formal and informal elements of the events

Managing integration of an acquisition into the Cleanaway organisation.

Overall production management responsibilities for both plastics extrusion and precast concrete facilities.

The MD role heads Hygrade Water Australia (HWA), a wholly owned subsidiary of the New Zealand based Hynds group of companies ($300M revenue). HWA offers specialist water main and drainage products, and solutions, for water distribution and water-based waste management in the Civil Infrastructure Industry. HWA has operations in Sydney and Brisbane with an Australia wide market presence and is now on a significant growth trajectory. Revenue is currently ~$20M with 25 staff.Aside from the normal functional and operational accountabilities associated with heading an importer and supplier of specialty, value added products to the construction and civil sectors, my primary deliverable in this role was a business strategy to the Hynds Board. This paper was approved and is now central to HWA’s business planning and tactical development. A significant organisational re-structure was implemented and plans developed to commence execution of the strategy.My appointment to this fixed term executive role followed my consultancy to Hynds reviewing HWA’s business health, strategic alignment and growth opportunities.

Appointed as an Interim Executive to lead one of the three Humes regions in Australia. 7 factories, $130M+ revenue, 400+ employees. Full P&L responsibility.Operated from one of the multiple offices within the business to maximise visibility and ensure direct contact with all employees.

Early works developing concept plans for potential future major contract involvement.

Led newly formed National team mandated to step change legacy Service and Production Quality Issues. Like for Like improvement of $2M year one.

Led a team of 14 subject matter experts assembled to drive common improvement processes across production, concrete technology, maintenance, engineering design, training design and delivery and capital expenditure programs across the Humes business. Annual production of 0.6M tonnes, costs of $200M, 1000 employees.

Contract role. Initially managing completion of several Capital projects. Acted as Manager of the North Queensland business for 6 months through a leadership change. Also through this period joined Humes EGM in strategy formulation for the broader business

Roof tile manufacture, sales and fixing. $60M turnover. 70 staff plus 50+ contract roofing gangs. 3 factories. Market share increase from 17%-24%. President Roof Tile Association of Qld.

Short term role managing pre-mix concrete business. 5 concrete plants plus 20 contract truck drivers. Asked at no notice to support the business through a leadership vacuum.

Functional lead to design cost and market position tracking software and publication to support 200+ concrete plants, 70 Quarries and 20 precast concrete factories. KPI development, benchmarking, competitor analysis, footprint optimisation. Selected to work with McKinseys and others on industry rationalisation options.

Design and implementation of Operational Improvement strategies for CSR Australian concrete business. Cultural shift to a measurement based improvement culture.

Profit responsible for SEQ precast business. $30M revenue. 180 employees. Sales team of 10. 3 factories. Rationalised multiple bonus schemes with unions. Managed business through large economic downturn with staff numbers reduced by 60%.

Profit Responsible for 4 Hardrock Quarries, 3 Sand Operations and 10 Concrete Plants. $50M revenue.

Profit responsible for NQ precast concrete business

Worked in Precast Concrete production (Fiji - 3 years), Roof tiles (NZ - 1 year), and Project Management (Australia) for the Humes business.