Board member and Treasurer of Safe Farms WA. Safe Farms are Western Australia's leading NFP organisation involved in farm safety across WA. Their role is to promote farm safety direct to farmers through “in field” training, seminars and provision of documentation, support and manuals via their web page and support infrastructures. Safe Farms WA work in partnership with Worksafe who part fund the operation. Auschem specialises in training in the handling, use and storage of agricultural chemicals with a special focus on providing education materials and manuals that support Agricultural Colleges, TAFE’s and other agricultural education institutions. It is in the process of expanding this to the Local Government sector as their use of agricultural chemicals continues to increase.

With over 40 years experience in business development roles in agricultural, finance and banking industries as well as the Not for Profit sector, I offer strategic management skills and the ability to help businesses grow. I enjoy working with privately owned companies, advising Boards and business owners who want to take their organisations to the next level. I add value to Executive teams and am often engaged to help develop strategies to be more effective or turn around poor performance. I am known as a real communicator and have established many strategic partnerships, alliances and new revenue streams for the organisations I have worked with. Contact me if you are looking for a hands on, results orientated approach and big picture ideas. I have developed a reputation and track record for achieving results.I am happy to catch up for a coffee and hear more about the challenges and opportunities your business is facing, so we can determine next steps.

Branch Manager for Community Bank Branch of Bendigo Bank including Rural Bank their wholly owned Rural Banking subsidiary

I was employed as CEO WAFarmers to help turnaround WA's largest largest member based agricultural advocacy group with just in excess of 3,000 members. Formed 104 years ago WAFarmers was well in to their fourth year of operating losses and losing members at an average of 5% compounding year on year. I commenced with a team of 6 and built this to 10 at the peak (including a doubling of staff numbers in the advocacy area). We worked hard to rebuild relationships with Local, State and Federal Governments and joined a number of State and Federal Government working committees. It took 4 years to get this organisation back on track, and by 2016. We achieved this through establishing new income streams including partnerships and sponsorships, increased revenue with 2 key annual events (Annual Conference and Heart of WA Gala Dinner) and royalty income from WAFarmersFirst branded products.

I was headhunted for this role to re-build Farmpower so it would be ready for sale (it was acquired by CNH Australia from a Liquidator). While based in Quairading I was also responsible for 3 additional branches. Farmpower was the New Holland agricultural dealership with several other franchises.When I started, 2 branches were all but closed with 1 staff member in each, and the Group had a total staff count of 25. The business had 3 main, active product lines at that time, New Holland, Ausplow/DBS and Hardi. It took 24 months to rebuild the business to 40 staff with 4 branches fully staffed, functional and operating. Several new high profile product lines were introduced including Goldacres, Gason, Merlo, Liu Gong to name a few. A complete review of policies, procedures and operating systems was undertaken and a full re-structure of the business and the way it operates was completed/implemented. I ensured a structural change to the management team, reporting and way the business manages was also completed, the result, a far more streamlined and simplified management process.A theme of “accountability” was implemented across the whole business and we achieved sales growth of 100% between y/e 2011 and y/e 2013 - an outstanding result. GP across all sections of the business improved significantly as the “accountability” by all staff took effect. Strict cost controls implemented ensured the business operated within expense budgets and market share for all products grew in all 4 branches.

As the Rural and Regional Business Development Manager for Bankwest, I was based in West Perth and travelled extensively throughout Western Australia, managing the existing client base and seeking new business for Bankwest. I represented the full range of commercial, rural and personal services and also provided occasional relief work fat various Branches. My focus on achieving sales, income, customer satisfaction and compliance KPI’s ensured great results and accolades for my work. I also developed and executed sales training programs for new graduates and junior staff covering business development strategies, identifying a lead and providing in field, hands on sales and product training with new prospect/s. With my indepth knowledge of agriculture, I also designed and delivered training for Managers focusing on ag products, bank products, service and not price. I enjoyed being actively involved at industry Field Days, trade events and staff conferences.

Dominion Commercial Credit was setup from scratch us as a small privately owned short term commercial lender whilst I was actively involved in the Finance Broking Industry. Originally there were 7 shareholders contributing the initial seed capital and I carried out the role of CEO.The business focused on commercial business loans up to $50,000 and for a maximum period of 2 years. Generally speaking borrowers were clients of or well known to either me or one of the shareholders. As a result there was only 1 account written which incurred a loss over the 9 year period. The business grew rapidly and at its peak has around 30 loans at any one time.A profit was declared during each year of operation and a dividend paid the all shareholders every year. The business was wound up as the key players made the decision to pursue additional commercial interests.

As the CEO/General Manager of Ag Equipment Australia Pty Ltd I was responsible for all aspects of budgets, staff recruitment, training/motivation, stock purchasing and control, after sales customer support (parts and service), wholesale and retail finance plans for Dealers and customers. The business grew under my leadership and we increased staff to 12 and expanded the Dealer network to 80.I undertook product and sales training on a regular basis for the Dealer network and our own staff and was responsible for all marketing and advertising programs (including collateral and advertising material in conjunction with Perth based Agency). The company was the Australian distributor for Ezee-On Tillage Equipment (Canadian Company). Ag Equipment Australia purchased Ezee-On Australia Pty Ltd from Canadian parent company in 2005. Also in 2005 Ag Equipment Australia was appointed Australian distributor for JCB agricultural products (UK Company). In December 2006 Ag Equipment Australia added Deutz tractors (SDFG Group – Germany) to the product range and increased staff by an additional 3 and Dealer network increased steadily to 120 with annual sales in excess of $25 million.

Merged existing, wholly owned Finance Broking business, Dominion Leasing & Finance Pty Ltd, to establish Agri Finance (Australia) Pty Ltd, Western Australia’s largest and only specialistrural finance brokerage company. Shareholder only with no day to day management involvement. I sold my personal share of the business in 2007 to alleviate any potential “conflict of interest” with my Bankwest appointment.

As CEO of Ezee-On Australia Pty Ltd I was responsible for day to day management of sales, after sales support, parts and administration staff. Involved in budgeting, sales forecasting, stock purchase and control, marketing and all issues associated with managing the distribution of a diverse range of agricultural products through an Australia wide Dealer network. All training, advertising and marketing budgets and activities were directly under my control.As a Wholly owned subsidiary of Ezee-On Mfg Ltd, Canadian manufacturer of broadacre seeding equipment our aim was to develop the market in Australia. Under my leadership we developed a Dealer network in excess of 50 Australia wide and a staff of 8 located across Australia.

Established the finance broking arm, Dominion Leasing & Finance Pty Ltd, as a division of “Financial Services Company”, The Dominion Group. Built a team of 5 before changes to ownership structureresulted in complete ownership and management taken by myself.

During this time I held the distribution for Purecab products in WA and grew the business to become the largest distributor. Purcab produced a 3 in 1 Filter that replaces the paper filter in the cabin roof lining of a tractor and filters chemicals and smells before they can enter the cabin where the operator is sitting. An Australian invention, it was first released on the market in 1988. In 1989 I took on the WA distribution for this product which at the time consisted of around 10 different filters to suit a very small percentage of tractors then on the market. I held the WA distribution rights until early 2000’s when the business was sold to the current owners. During that time the product range was extended to over 200 models to suit different tractors and also a custom designed compact model able to be fitted to any 1 ton utility or light truck using in spraying operations.As well as selling direct and via the 4 major agricultural Field Days, I established a retail network across the agriculture industry in WA comprising machinery dealers, merchandise and chemical retailers and independent merchandise retailers. All up there were around 60 re-sellers.See www.purecab.com.au

As Rural Manager (anewly created position) for Westside Finance Group, I setup and managed a rural finance broking division with responsibility for all aspects of developing a rural based clientnetwork, sales, marketing, promotion and advertising including participation in Field Days.

Employed by Wesfarmers Machinery Division, and responsible for agricultural retail finance operations for Wesdelf, a 50% owned subsidiary. In 1978 I transferred internally to Wesdelf and managed all day to day sales operations of agricultural finance company.

My first "real job" out of school saw me responsible for new and used vehicle stock control, floor plan management and retail finance for new and used vehicles via GMAC. I was also required to assist with with office administration.