Van Den Brink Poultry Ltd. is an FMCG that grows and processes chickens to supply fresh & frozen poultry products to the New Zealand market. Brink’s is the third largest poultry processor in the New Zealand market. The role reported to the CEO with a focus on improving business processes throughout the organisation.Accomplishments: • Assessed Capacity and Capability required to successfully bid for a large customer account and the financial impact of the new business.• Pilot Activity Based Costing & management reporting for Lean Manufacturing.• Created and implemented framework for staff level management review. • Quantified opportunities to increase the revenue on production by-products. • Created and implemented costing framework for New Product Development.• Resurrected a failed WMS implementation and warehouse relocation project.

Global Inventory Strategy Manager, Materials, New Zealand (2009-2014)VP Operations North America, United States (2006-2009)VP Supplier Network North America, United States (2004-2006)Special Projects Manager, New Zealand (2002-2004)ERP Implementation − Procurement & Inventory Project Lead, New Zealand (1998-1999)Financial Controller/Logistics Manager − Laundry Division, Australia (1996-1997)Procurement Officer, New Zealand (1995-1996)Warehouse Manager, Australia (1994-1995)Accounting Graduate, Australia (1992-1994)Promoted through a series of increasingly responsible leadership positions. Provided strategic/tactical leadership and collaborated with cross-functional employees to deliver excellence and exceed company and customer expectations. Recent accomplishments: Created global standardised systems/processes/programmes, developed strategies and tactics, reduced inventory and improved accuracy, decreased costs, mitigated risk, significantly reduced WIP and directed/coached teams to deliver outstanding results.Selected earlier accomplishments: Provided strategic leadership and direction for multiple manufacturing sites, spearheaded seamless manufacturing site relocation, oversaw large-scale projects, lead large teams, revitalised underperforming operations, negotiated a $6M raw material cost reduction, and much more.