Sam Kilada Email & Phone Number

As Director of Operations and reporting to the CEO, I lead and manage all the operational and supply chain functions of the business to deliver exceptional outcomes for all Allied Finishes stakeholders. Driven by a commitment to operational excellence and a continuous improvement mindset, I focus on elevating our processes to deliver value at every level of the organisation whilst advocating for innovation, change and efficiency.

Sydney, New South Wales, Australia

As the first General Manager for a small business specialising in staircase design and construction for project homes and high-end residential markets, including clients like Wisdom and Metricon, I steered the company towards efficiency and improved process control. Tasked with the end-to-end management from order receipt to delivery and installation, I streamlined operations, enhanced quality, and introduced previously absent cost-tracking capabilities. Under my leadership, we navigated COVID challenges and improved the culture. I selected an ERP system and began the implementation process for improving visibility and operational excellence which will set the foundation for transparency and sustainable growth, enhanced customer experience, and significant improvement in EBIT position.Securing an understanding of competitors' offerings and our own market positioning, I also advocated for innovation and strategic expansion to include complementary products like designer front doors, aligning them with our staircase offerings for a cohesive design appeal.

Sydney, New South Wales, Australia

At Drillcut, I spearheaded operations rigorously evaluating new ideas to align with aggressive growth targets. Reporting directly to a visionary CEO, I redefined operations, achieved exceptional fulfilment rates, and realised substantial cost savings.To meet their growth goals, the ambitious leadership team needed a comprehensive method for assessing the viability of their ideas. I saw an opportunity to save time and reduce key person dependency by introducing a framework for rating ideas, i.e. a New Product Development (NPD) process where ideas could be evaluated for viability and alignment with the strategic direction. I then used my expertise in engineering, operations and P&L management to shape processes that delivered the vision. I enjoyed balancing growth ambitions with practical operational capabilities and I also optimised our supply chain performance. By building strong relationships with key suppliers and transitioned them from vendors to partners we secured an understanding of each other's goals and challenges. This collaboration facilitated product extensions and improved our ability to meet customer and market requirements, including more efficient ordering quantities and barcode innovations, which, in turn, drove cost savings and operational improvements.I also overhauled the order processes, implementing a vertical ordering system and selecting a new warehouse management system to enhance the accuracy and speed of order picking. By optimising the layout of our factory and the flow of our warehouse, we achieved our same-day order and delivery promise, improving customer satisfaction.Personal sacrifices for my family led to my resignation here. It was a great role that I enjoyed very much and excelled in.

Sydney, New South Wales, Australia

As GM Operations at Nulon, I optimised operations and uplifted financial performance across Procurement, Manufacturing, Warehousing & Distribution, and Customer Service. Reporting to the CEO, I recalibrated Nulon's operational framework and enhanced product quality, manufacturing efficiency, and distribution capabilities. I delivered a significant uplift in throughput, cost reduction, and inventory turns which led to improved working capital, all alongside a dramatic improvement in delivery performance. I led major expansion projects, improving Nulon's manufacturing and warehousing capabilities. These initiatives doubled the capacity of our tank farm and filling lines and increased warehousing capacity and picking efficiencies.By introducing Lean as a core strategic pillar, I worked with the executive team to foster a culture of continuous improvement, leading the activation of over 35 Kaizen events across finance, admin, customer service, and manufacturing. These events focused on operational excellence through waste elimination, increased manufacturing throughputs, and the slashing of warehousing and order-fulfilment costs.Through Value Stream Mapping (VSM) of key end-to-end processes—including the critical "Order to Cash" process, we defined a future state with significant changes to the order to cash process which, when realised, would both streamline operations, realise greater profits and enhance customer satisfaction.

Sydney, New South Wales, Australia

As General Manager Operations - Healthcare at Ensign Linen & Garment Services, I championed operational and financial excellence within healthcare operations in NSW. Steering a dynamic team, I implemented Lean Manufacturing techniques and visual control methods to increase labour productivity. I optimised the supply chain and operations, embedding a pull system throughout manufacturing to lift product throughput and boost customer satisfaction. I nurtured a continuous improvement culture and encouraged collaboration, driving initiatives that focused the team on customer needs and financial accountability, contributing to the bottom line. In partnership with the NSW General Manager, I strategised on streamlining and consolidating laundry operations across NSW & ACT, aiming for optimised customer delivery and savings through productivity and supply chain advancements.

Sydney, New South Wales, Australia

At Vittoria, I led manufacturing operations, reporting directly to the CEO. I achieved improvements across the board, lifting the bottom line and delivering supply chain efficiency.I oversaw the successful design, installation and commissioning of a state-of-the-art manufacturing facility, which increased Vittoria Coffee production capabilities and helped us meet aggressive growth targets.My approach to continuous improvement and adoption of Lean manufacturing resulted in reductions in manufacturing overheads through process automation and enhanced material flows. I helped maintain service levels above 98.7% and managed an expanding SKU while innovating packaging solutions that reduced manual labour and costs.I championed the use of SMED and Lean techniques to streamline operations, resulting in savings in labour and materials. I also championed a collaborative, growth-focused culture within the team, aligning everyone towards common objectives for sustainable success.

As National Warehousing & Distribution Manager, I optimised the warehousing and distribution functions across four state DCs and two 3PLs, handling over 2 million cartons annually. I led the successful transition of our NZ operations to a new 3PL provider, achieving a 9% cost reduction and improving customer service levels. I helped secure favourable NDC negotiations with Woolworths.I tackled critical implementation issues of our new Warehousing Management System, refining processes from goods receiving to product shelf-life management. Additionally, my introduction of a centralised inventory system and a detailed cost analysis led to strategic adjustments, driving bottom-line savings and operational efficiency.

As Business Projects Manager, I led key business projects that contributed to our growth and operational efficiency. I managed the design, vendor selection, and implementation of a state-of-the-art Coffee roasting plant, including strategic negotiations and technical oversight in Germany and Italy. I also initiated the seamless integration of AB Foods into Cantarella (Vittoria Food & Bev), coordinating cross-functional teams and overseeing warehousing and distribution enhancements. I implemented an S&OP planning process that further optimised our forecasting and planning capabilities, aligning all operations towards shared growth objectives.

As Plant Manager at Cantarella's (later known as Vittoria Food & Beverage) Ryde facility, I directed improvements across manufacturing operations. My initiatives in demand management, production scheduling, and materials flow increased efficiency, achieving a 22% reduction in manufacturing overheads and an 8% uplift in throughput volume. I transformed the delivery and handling of raw coffee containers by bringing these services in-house, which both reduced costs and lead times. Additionally, I negotiated a three-year AWA agreement that incentivised productivity and skills development among manufacturing staff.

Business Process Re-Engineering Division - projects across supply chain, manufacturing operations and associated end-to end business processes. Clients included Faulding Pharmaceuticals, BHP Building Products, Bonlac Foods, Alberto Culver and Cantarella Bros.

Bach Manufacturing Engineering

Post Grad Dip. Operations Management

Lean/Kaizen Practioner