Simon Rabbidge Email & Phone Number

Auckland, New Zealand

Auckland, New Zealand

With the move to this regional role I had a total of 4 direct and 22 indirect reports. Throughout 2016 I was working closely with the Pentland Asia Pacific Head of Operations to implement an OD change that consolidated our Customer Operations team into one location (Auckland) servicing the ANZ region along with closing our Australian warehouse and moving to a 3PL provider.My current role sees me as part of the ANZ Senior Management team with responsibility for the Customer Operations and Warehousing functions across Australasia. In NZ I now have 2 direct and 13 indirect reports within our Customer operations team along with our NZ Warehouse, and our Australian 3PL Provider. Across both Countries there is a need to build and maintain strong relationships both internally and externally to ensure SLA's are met. In this role I work closely with the Pentland Asia Pacific Head of Operations ensuring that regional strategies align with Pentland global strategies.

Auckland, New Zealand

With this role having a singular operational focus, I was responsible for the Customer Service and Warehousing functions for Canterbury of NZ with 6 direct and 5 indirect reports. The Customer Services roles were diverse covering multiple business channels of Wholesale, Teamwear, Ecom and our own Retail stores, with these different channels all being serviced from our Auckland based Warehouse. 2 highlights of my time in this role were being able to implement Rebel Sport moving to an EDI ordering platform, reducing processing time and order entry errors along with working with our Supply team to introduce Pick and Pack of Seasonal indent orders out of China, reducing cost and increasing speed to market. I left this role as I was approached for the role of Regional Head of Operations - ANZ where the first project was to review our internal Australian Warehouse and Customer Services teams.

Auckland, New Zealand

I was approached for this role by the Canterbury ANZ CEO when the Teamwear License was removed from LWR. With the move to Auckland came the additional change of fast response Teamwear moving production from Domestic to Offshore (China), however this became an easy argument to counter with improved quality and leadtimes. Within this role I was responsible for achieving the NZ Teamwear budget through a mixture of Direct (Reps) and Indirect (Distributor) business. I believe that my ability to be able to build strong relationships both internally and externally allowed me to consistently meet forecasted sales targets. This position honed my analytical skills and attention to detail due to the operational nature of Made to Order teamwear, plus for 4 of the 7 years in this role I also had Customer Services and Warehousing functions reporting through to me.This role was disestablished in December 2014 allowing me to have a singular focus on Operations whilst the NZ Commercial Lead was taken over by the Australian based Asia Pacific Head of Teamwear.

Christchurch, Nz

The widening of my previous role saw a promotion through to General Manager for LWRSI reporting through to General Manager LWR Industries Ltd, responsible for the following divisions.• Teamwear for “CCC” (domestic) and “Union” (domestic, US and UK). This role was predominantly operationally based and with a small team very hands on working with our Dealer Network.• Retail Licensed product for “CCC” (domestic) and “Union” (domestic, US and UK). With 3 Sales representatives selling the product nationwide this division was all about leveraging the Sponsorships we had in Rugby and ensuring we had the correct Air NZ Cup range to satisfy our Retail customers. • “Union” Retail. With no Product Managers the range direction and briefs had been done by myself along with the Sponsorship Manager.• Established Team Direct November 2005 to provide Teamwear product direct to the Canterbury market.• Oversaw the Sponsorship Manager and Sponsorship Representatives in our dealings with sponsored rugby unions and Athletics NZ. Responsible for contract negotiations.I left this role as I was approached by the Canterbury ANZ CEO to move to Auckland to head up CCC Teamwear for NZ

Christchurch, Nz

I moved from Canterbury to LWR when LWR was granted the CCC License for NZ. This role was responsible for all NZ CCC and Union branded Teamwear sales and associated Forecasting as well as Customer Services and Warehousing.I left this role as I was Promoted to GM within LWR Sports.

Christchurch, Nz

I was approached by the National Sales Manager for this role after we worked together previously at Huttons Kiwi. This was a new role created to get some discipline into forecasting and the analytical side of Product management. I created a new Forecast method that was able to reduce our stock holding and also increase our ability to supply our customers in full on time.I moved to LWR in 2004 after the Canterbury Head Office moved to Manchester and Canterbury NZ office moved to Auckland.

Auckland, New Zealand

Reporting to the Category Manager of the Meats Division, this position was a result of a promotion from my previous position when Mainland Products Limited bought Food Solutions. In this role I dealt with brands such as Huttons, Kiwi, Brooks, Tenderkist and Frasers. This position involved tactical marketing on a day to day basis, co-ordinating National Promotions, Forecasting, New Product Development, Launches and Reviews, Sales Tracking and Analysis as well as other demand management issues. Developed Category plans for all Major trading partners using AC Neilson and ex-factory sales data.

Wellington & Wairarapa, New Zealand

Responsible for area covering Wellington and Hawkes Bay. Accounts included 4 Pak n Save’s, 3 Write Prices and 36 other Supermarkets plus Route/Food Service. My main priorities were managing a team of eleven sales contractors and eight merchandisers to achieve budget, promoting new product lines, developing instore promotions, finding solutions for shelving and distribution issues and identifying growth opportunities. In this role I consistently achieved Budget on a monthly and Year to Date basis