Rory Deavin Email & Phone Number

Sydney, Australia

Sydney, Australia

Do you lead a thriving, financially sustainable organisation? One whose customers are passionate advocates, whose employees are committed and motivated and whose unique solutions can’t be matched by competitors? If not, you might want to consider whether you've paid enough attention to addressing the eight essential questions every organisation needs to answer.1. Why do we exist?2. What are our primary financial and non-financial goals?3. How are we responding to the opportunities and threats presented by competitive forces?4. Which customers are we targeting?5. What unique solution do we offer?6. What business model do we use to consistently and profitably deliver our unique solution? 7. What specific short-term actions are we taking to execute our strategy?8. What systems and processes do we have in place for the sustained efficient and effective execution of our strategy?I provide practical processes, frameworks and tools for Boards, CEOs and their executive teams to systematically and properly address the eight essential questions every organisation needs to answer.

Sydney, Australia

Nous Group is a values-based management consulting and leadership development firm. In the 2017 Financial Review Client Choice Awards for professional services Nous Group was named Australia’s:- best management consulting firm- best provider to Government and Community- Most cost conscious firmNous brings a unique, cross-disciplinary approach to clients' challenges, ensuring the right balance of expertise and real world experience across business strategy, public policy, organisational capability, leadership and people development, and information management and technology.

Clay and Concrete Products was a division of Boral Limited comprising 1,800 employees and with a turnover of $500m in the financial year ending June 2002. The Group comprised a West Coast Brick business, an East Coast Brick business, a national Masonry business and a national Roofing business. During his tenure as leader, Rory improved like-for-like profits by 40%, achieved an 82% reduction in the LTIFR, repositioned the organisation from one that was production-driven to one that was market-focused and reduced manufacturing costs by $40m.

Boral Europe comprised a ceramic Brick business with 13 plants in Holland, Germany and Poland and a quarry in Germany. The business had in excess of 500 employees and a turnover of around DM 100m.Reporting directly to the Managing Director of Boral Limited, Rory was charged in August 1997 with taking over responsibility for a badly neglected business. In late 1998 a decision was taken by Boral to exit Europe and from that time Rory had the dual responsibilities of running the business and conducting the sale process (with no external investment banking or advisory assistance). The sale to Hanson PLC for Dfl 150m, was concluded at the end of 1999.

Boral is a large (A$4 billion turnover) Australian-based public company with interests in building materials and energy.With a staff of five professionals, he:- Sat on the Executive Committee,- Monitored and developed corporate strategy with the CEO- Developed and introduced a formal strategic planning process- Reviewed with the CEO the annual business unit strategic plans- Evaluated and negotiated major acquisitions/divestments- Identifyied and evaluated new business and major capital expenditure opportunities

George Weston Foods is a large Australian food company whose major activities include flour milling, baking and meat and dairy processing.Reporting to the CEO, Rory had a broad range of responsibilities covering both strategic and operational issues, including:- Facilitation of the strategic planning process- Evaluation and negotiation of acquisitions and divestments- Resolution of ad hoc operational issues- Evaluation of new business major capital expenditure opportunities- Conduct of cross-divisional cost saving initiatives

Whilst at McKinsey, Rory was involved in the following assignments:- Evaluating an expansion opportunity for a large mining organization in light of forecast future supply and demand forces and opportunities for operating cost reductions- Identifying the effects of dividend imputation on the capital budgeting process of a large diversified resource company- Designing and implementing a comprehensive customer service improvement program for a leading Australian corporation in the financial services industry- Conducting a comprehensive valuation of an international brewing company- Examining the ways in which a large commodity trading company could make more effective use of trade financing as a marketing tool- Identifying and evaluating the strategic opportunities available to a large aluminium door and window manufacturer- Conducting a discounted cash flow valuation of a large international conglomerate in order for the Board to better understand the impact of their strategic decisions on shareholder value- Reviewing the operations and future prospects of a business in the high risk finance industry in order to advise its major shareholder on the wisdom or otherwise of investing further funds- Assisting a client in the tobacco industry in the transfer of warehousing operations from its Marketing to its Distribution division- Designing and implementing a comprehensive organization-wide cost reduction program for the largest Australian life insurance company- Identifying and evaluating strategic opportunities for a bank in New Zealand and then assisting in the design and implementation of a comprehensive change program aimed at converting these opportunities into profit

SMB was the leading investment bank in South Africa. Experience included acquisitions and mergers, initial public offerings, leveraged buyouts, financial structuring and financial modelling.

Reported to both the Managing and Finance Directors.

Fulfilment of obligatory national service military obligations.

Post Graduate, Mba, 3.9 Gpa

Bachelor, Agricultural Management

Matriculation