Lead performance of the APAC region for 6 key business pillars, exceeding EBIT expectations and forecasts, technical glass process quality & efficiency, continuous improvement strategy and transformational business analytics.

Lead technical disciplines of glass making, operational analytics & insight and annual integrated planning & strategy

3 Premierships, 5 Grand Finals, 10 Finals Campaigns

The role was a transformational assignment to transform the Victorian operation which was chronically underperforming across the board. Position lead 10 reports (105 FTE’s) spanning shift mangers, EHS, quality, customer service and RTW. Improved plant profitability through the stabilization & improvement of shift production safety, quality, reliability & efficiency, improvement of plant EHS & quality measured by the reduction of customer complaints and Workcover / return to work (RTW) impacts.

Identified key business improvements, determined strategic path forward & delivered EBIT positive outcomes across the business landscape from planning & operations through finance & HR to supply chain. The role additionally was regional head of continuous improvement training, mentoring and coaching for APAC and regional head for annual operations strategy & tactical delivery program. Key deliverables included: - APAC Operations restructure – Efficiency improvement & expenditure optimization for regional & plant mouldshops – Cost per ton of production reduced from $26/T to $13/T. Delivered EBIT benefit of $6M+ sustained into future years.- ANZ Labor restructure - Payroll conversion to biometric (finger scanning) time & attendance system in heavy unionized environment. - Cost of Goods (COGs) optimization for Sydney & Indonesian operations – Established COG’s improvement pipeline over 10 business categories based on two pillars of efficiency improvements & expenditure optimizations. Delivery of $18M+ EBIT. Replicated globally.- APAC Lead of PMO (LSS Greenbelt) training, mentoring & coaching Delivered a program that improved engagement throughout stakeholders & improved profitability outcomes. Curriculum helped define a common business improvement language that is sustained. This updated approach was later replicated globally. - Annual operations strategy: planning & tactical execution – Tackled a stale, rigid & fragmented design & execution methodology that rarely met required targets. Lead a team to replicate this into the global engineering group.

- Key projects vs strategic goals successful vs budget – $1M+- Construction transformation project $2M+ – demolition & construction of plant within heritage restrictions, union consultation & cost constraints. - Talent development – coaching & mentoring Green belts – 100% success rate- Lead facilitation for annual operations strategic plan development & tactical execution – annual target development, consultation and resulting monthly review, tracking and reshaping of actions to meet annual targets.

Oversaw Implementation of the first ISO14001 accreditation into Melbourne facility• Oversaw regional environmental managers role during medical absence including strategyformulation & tactical execution of manufacturing environmental management and propertyprotection portfolios• Contracted to Owens Illinois from Jan 2008

• Oversaw growth and development of the environmental and hazardous materials strategy andtactical execution working with key clients including Department of immigration, VictorianGovernment, Museum Victoria and Melbourne University.• Risk mitigation and emergency response management for key clients within publically and legallysensitive projects.• Development of Mentoring program for incoming graduates to underpin employee retention andoperations viability

Oversaw numerous Hotel operations with in excess of 100 reporting employees through gaming,retail, food and beverage and entertainment operations. Operations were multiple VictorianHotels Association Award winners for service excellence.• Development of hotel operations strategy and tactical execution for asset value maximisation &employee talent recruitment and management in highly complex multicultural and flexibleworkforce. Span of control 10 – 35 direct reports.• Establishment of OH&S venue standards and committees.