Undisclosed

Short term contract focused on implementing management frameworks for ensuring cultural change and alignment of operational activities with the strategic priorities of the business. Through a structured communication and feedback process, the regional management team has now got full engagement of supervisors, team leaders as well as 3PL contractors to effectively drive strategies across:- Cultural change- Safety management- 3PL contract management- Continuous improvement work groups- Distribution, Production, Inventory and Procurement- Remote sales and distribution branch operations

Undisclosed

Contracted by Operations Go to provide an independent Lean Enterprise Assessment of a clients chemical manufacturing business. Recommendations of the strategic review are being successfully implemented to significantly improve the performance and long term sustainability of the company.

Managing end to end supply chain for engineering company manufacturing training simulators that are supplied to global mining market. After succssfully implementing training and process improvements to lift capabilities and compentency of supply chain team, business was able to implement significant cost savings and reductions in overheads. This included the ability to rationalise the supply chain by removing the need to have a strategic manager due to the supervisors now being able to take ownership of strategy.

Providing consulting services to Foodpartners advising on how to align business processes to business strategies.

Completed contract for delivering business improvements. Initially engaged to review current practices to identify areas of waste and opportunities for improvement. All recommendations from reviews were accepted resulting in my managing a program of 24 projects to implement recommendations. As a result of the project outcomes being externally recognised by the Process Excellence Network, I am representing Orrcon at the eighth annual Process Excellence Summit and Awards as guest speaker for Lean Six-Sigma.A critical part of the project deliveries is ensuring that effective change management results in the benefits being realised by the business. The projects have extended across sales, finance, IT, manufacturing, distribution and S&OP.

Providing ongoing support for Foodpartners and Orrcon as self employed consultant.

Took leadership initiative to propose and rapidly deliver transformational change across organisation. Introducing customer focused and commercially viable strategies across value chainBy engaging stakeholders, removed barriers to cooperation and implemented waste reduction strategies across value chain. Coached management team on lean manufacturing and total quality management. Completed five year business plan in conjunction with marketing including implementation of activity based budgeting.

Reporting to Executive Supply Chain Manager for initiating strategies to develop efficiencies across supply chain in conjunction with manufacturing, procurement and sales. By applying my previous commercial management experience, I was able to drive efficiency initiatives across the supply chain.

Short-term relief contract for managing supply chain while my family resettled in Australia. While at Adisseo, I applied my previous management experiences to improve the organisations operations. Service levels improved, as the value chain became more market responsive and efficient in cost and capital utilisation. Role included vendor management, commodities procurement, and supply and demand management. In addition, I also implemented quality management systems for raw material procurement.

Managing director requested I return to restore the organisation to profit and growth as part of the new management team. Mitre had recently been through a period of disruptive change that had eroded the organisations performance and disenfranchised the employees.Operations framework was re established to restore integrity in our processes and relationships. Balanced scorecards and dashboards became critical in communicating urgency for change across the organisation. Stakeholders became engaged as active participants in the setting and delivery of strategy outcomes. A renewed sense of purpose and participation succeeded in returning the business to growth and profit.

FMCG Dairy products manufacturer servicing retail and wholesale markets as well as international airlines. I implemented strategies for delivering service excellence and creating a lean value chain. Tanubada’s market share rapidly grew to dominate the targeted market as we out manoeuvred competition on service quality. I drove transformational change across Tanubada, ensuring that the value chain became more efficient through continuous improvement frameworks.I removed silos and empowered managers, supervisors and team members as active participants for setting and delivering strategy outcomes. Everyone within the organisation understood how they were able to contribute to growth in market share and bottom line. These strategies succeeded in positioning the business as an attractive acquisition as part of the exit strategy for the investors.

Co-founded foreign investment company specialising in finance and third party logistics. Established marketing campaign for financial services division. Established governance frameworks and completed initial capital raising. Registered office at PricewaterhouseCoopers with PWC providing services during start up phase.

With stakeholders, I developed and implemented a value chain vision focused on people, safety, service, cost and working capital. The strategies employed successfully supported Mitre in achieving our market growth and commercial targets.I encouraged a culture that promoted relationships focused on servicing the customers needs while ensuring that our commercial and social objectives were met. Open communication and performance measures enabled continuous improvement across the value chain. Strategy was communicated to stakeholders by balanced score cards and dashboards. Governance maintained the organisations integrity in our internal and external relationships and processes.

I recognised that traditional practices and procedures within auditing were detrimental to the business due to a culture that put internal controls before customer service. By effectively engaging stakeholders, I overcame change resistance to internal controls. I effectively delivered a new culture within auditing that balanced needs of customer with operational integrity. Division comprised of fourteen stores and food outlets.

The training and experiences from the navy provided the foundation for all my future roles. Professional instructors and managers taught me the principals of supply chain and service providers. I gained an appreciation for the importance of team work and observed the qualities of leadership that are needed in an effective organisation.