Managed the operations and clinic team of the $15m ANZ MoleMap network; responsible for driving growth through all channels, while delivering a partnership and acquisition driven expansion strategy. Restructured and re-built the Sales & Account Management, Clinical Service and Channel Growth teams, to create a high-performance environment and resilient team, capable of managing the business during a period of high growth (30%+) and COVID disruption. Strategic Organizational Development: Successfully pivoted the organization from an “our four wall’s” mindset, to a multi-channel, multi-platform mindset underpinned by collaboration and external partnerships.  Leadership: Designed and implemented a revised organization structure, new way of workings and enhanced performance reporting for the Operations team, focused on providing clarity of responsibility and effective decision making, and ensuring the patient facing team members are professionally supported. Licensee Channel Growth: Redefined the channel strategy and reengineered the ANZ go-to-market approach for the MoleMap licensee network, recruited new business development team and clinical support team, and relaunched services. +25% increase in network size in 9 months.  Mobile Channel Growth: Restructured the mobile channel sales and account management team, ways of working and systems (including CRM), to focus on delivering a compelling value add proposition to clients companies. +45% increase in mobile revenue in FY21. Systems and Processes: In collaboration with the CIO, implemented a program for the renewal of legacy systems, and enhancement of the patient portals.  Partnerships: Successfully negotiated deals with key market players in Corporate Wellness and Private Health Insurance,. Combined revenue ~$1m. New Business Development: Set up and staffed a new department, delivering expansion through strategic partnerships, new channel development and acquisitions.

Leading and supporting the Executive Team to deliver a transformative strategic plan and strategy implementation program, with the objective of quadrupling the size and scale of the business within five years.  Strategy Plan: Successful delivered a board endorsed five year strategic plan and roadmap to create a patient focused, scalable and saleable business, in line with key shareholder financial expectations.  Risk Management: Designed and implemented a business-wide risk management framework, including executive team action planning and board reporting process. Customer Satisfaction: In collaboration with the CEO, implemented the businesses first comprehensive customer satisfaction surveys (Feedback ASAP) to ensure the voice of the customer was paramount in the business improvement program. Services Portfolio Management: Designed and implemented an end-to-end Services Portfolio Management strategy, including New Services Introduction, Integrated Pricing Strategy and Service Lifecycle Management approach. COVID Response: Led the organization and operations through the rapid pivot from a primarily in-clinic service provision to a combined in-clinic and on-line / digital service offer in response to COVID-19

Greencross is Australias leading integrated specialty petcare provider, with over 230 retail stores under the brand names Petbarn and City Farmers selling pet food and accessories, and offering service including grooming, dog washing, obedience training and pet adoption. Greencross owns and operates Australia’s largest professional network of veterinary practices with over 160 clinics including general practices, specialist hospitals, emergency centres, pathology services and pet crematoria. In 2019 Greencross had turnover of more than $900m, with 5,000+ team members.General Manager Clinics is responsible and accountable for managing Greencross’s 145+ general practice clinics in Australia, with 1,500+ professionals and turnover of $160+m, with a team of 3 direct senior managers and 12 area managers. Key achievements included:• Delivery of 6% growth in top line revenue through the focus on value-add services and an engaging client proposition, secured with an increase in average transaction value, during a period of sustained corporate change;• Successfully completed the opening of five new co-located clinics and integrating new acquisition;• Restructured the vet area management team and successfully managed the recruitment of five new area managers;• Introduction of business controls, scorecards, performance reporting and operating rhythm;• Completed two multi-million-dollar tenders for key product and service, delivering significant margin uplift;• Collaborated with Chief Vet and clinical team to drive improvement in standards of care and patient management;• Delivered significant reduction in labour costs through the implementation of roster management controls, to ensure the delivery of the aggressive labour budget for FY19.

The General Manager, Retail Services is responsible for managing several distinct services offered within the retail and vet business, including Grooming Salons, DIY Grooming, Mobile Dogwash Franchise, Pet Adoption, Pet Insurance and Behavior & Obedience Training. The role had indirect P&L responsibility across more than 300 sites in Australia where the services were offered, with over 200 team members. Turnover $15+m, and 2 senior direct reports. Key achievements included:• Successfully delivered 15+ new grooming salons into the market, as retro fits to existing sites or new to industry;• Working with adoption partners to find forever homes for surrendered pets. By the end of 2019, Greencross had facilitated the adoption of 43,000 pets through its adoption program; • Collaborating with market leading insurance providers to be bring new pet insurance products to market;• Led the integration and consolidation of the puppy school services across retail and vet sites;• Development and implementation of an expansion strategy for an integrated behavior and obedience training across the Greencross network.

The General Manager Emergency & Speciality is responsible for managing four business-to-business vet business units: Emergency Centres, Specialist Hospitals, Crematoria and Point-Of-Care Diagnostic Machines sales. The role had full P&L responsibility across 13 sites nationally, with 500+team members and turnover of $45+m, with 4 senior direct reports. Key achievements included:• Increasing the profile, prominence and understanding of the Emergency and Speciality business in Greencross; • Driving 20% plus revenue growth, together with cost control in labor, to deliver above trend profitable growth; • Stabilized the team through investment in team engagement and delivery of an effective performance culture;• Introduced pricing discipline and discount controls to reduce price leakage, which became company standard;• Development and implementation of a strategic expansion plan for the business units, including the opening of a multi-million-dollar specialist hospital in Victoria, and two new to industry emergency centres in Queensland; • Implementing a world class time and attendance system to enhance labour management and control.

Initially engaged as a contractor in June 2014 as Integration Manager with responsibility for the integration of 40+ City Farmers retail stores. After successful completion of that project, on budget and ahead of time, was appointed to the full time position of General Manager, Strategic Management Office. The responsibilities in the Strategic Management Office included management of the Strategic Planning Process, Program Management for major initiatives, Project Management of specific initiatives, and the introduction of program/project management discipline to the business, from business case preparation to post implementation review. Key achievements included:• Strategic Plan Development: working with the Executive Committee to define the strategic planning process and select/prioritize the key elements of the three-year strategic plan and initiatives for the business. • Program Management: developing and implementing the rigorous control and governance program for the delivery of the strategic initiatives of the business, across all departments, functions and business units • Project Management: deliver multiple significant change initiatives including development of the company's first Omni Channel strategy, completion of a supply chain reengineering project, and development and deployment of a business intelligence and reporting system for the business.

Sterling Early Education was a start-up business in the child care industry, engaged in the acquisition, roll-up and management of child care centers across Australia, covering 77 premium centres nationally with over 1,200 staff and $100m+ proforma annualized revenue with capital raising via ASX IPO. This was a short-term contract as Head of Project Management Office, where the main responsibility was the management of the program of activity in moving from start-up, through IPO and child care centre acquisition, to operational control.

Accolade Wines is the largest wine company (by volume) in Australia and the UK, with annual sales in 2012 of AU$850m and 1,450 team members. Responsibilities included oversight and control of the businesses strategic program and delivery of the business transformation program related to a global transactional and planning system implementation. Key achievements included:Strategy Projects • Strategic Plan Development: working with the Exec to define the strategic planning process and prioritize the three year strategic plan and initiatives for the business. • Program Management: developed and implemented a program to identify, classify, resource, track and report the progress of 48 globally strategic projects, including revenue generation, product innovation, new business model development, operational excellence, cost management and governance. • Project Management: engaged as a project leader/team member for projects including: outsourcing in-house manufacturing; development of business models and go-to-market strategies for emerging market penetration and growth (North America & Asia); supply chain footprint design for emerging markets (Asia).Business Transformation• Design Authority Leadership: led the Design Authority (global leadership team) through the process of design and approval of the end-to-end business processfor the global ERP system (Oracle JDE), Above Market Planning system (Infor DP & SP) and Trade Promotion Management system (Oracle Demantra).• Business Transformation Program: developed and implemented a program to re-engineer the end-to-end business processes and prepare for the organization and process changes related to the implementation of the new systems, through fifty global virtual business transformation teams• Business Transformation Stream Management: directed the business transformation team (6 people) and implemented a standardized business process documentation approach and tool (Oracle Business Process Analysis).

AkzoNobel Decorative Paints Greater China, manufactures and sells decorative paints (interior, exterior, woodcare and HPC) in mainland China, Hong Kong and Taiwan, through distributors and company retail outlets, with annual sales in 2009 of AU$500m and 1,500 employees.Providing strategy and business development consultancy services to AkzoNobel Decorative Paints Greater China. Major projects/engagements completed included:• Business Development: defined a strategy, business case and implementation plan for the entry into and development of the unexploited maintenance and re-painting market segment in China.• Business Excellence Strategy: defined a company-wide strategy and implementation plan for Business Excellence and Document Management.• Organizational Development: recruited a Business Improvement Manager for the organization to oversee all aspects of quality and business excellence.• Supply Chain Strategy: facilitated the development of the detailed Supply Chain re-engineering strategy based on the requirements of an accelerated growth business strategy and leading a team of supply chain professional through the process of analysis, design and implementation of a re-engineered national supply chain; prepared a strategic long-term review and proposal for the optimal supply chain footprint for the business

Responsible for the definition of the company strategic plan and implementation of significant strategic initiatives. Achievements included:• Corporate Strategy: successfully delivered a transformational 5 year business strategy for the newly integrated business (China, Hong Kong, Taiwan), including rapid expansion plan and investment sign off by global CEO.• Strategic Program Management: defined and implemented a program to manage the execution of the corporate strategy and ensure successful delivery of the strategic ambition. • Sustainability Strategy: responsible for the definition, creation and deployment of the Sustainability/Corporate Social Responsibility strategy for AkzoNobel Decorative Paints Greater China.• Organisational Design: successfully lead a management team sub-committee to define and implement a re-designed customer orientated organization structure to enable the delivery of the long-term strategic objectives.• Business Development: set up the Business Development department (including approach, processes and recruiting) responsible for the identification, incubation and commercialization of new business opportunities. • Business Excellence: designed and implemented a multi-level vertically integrated Business Balance Score Card control and reporting system to guide decision making.• Integration Manager (Jan 08 to Dec 08): Successfully completed, on budget and ahead of time, the integration of Akzo Nobel Decorative Coatings China and ICI Decorative Paints in China into AkzoNobel Decorative Paints Greater China and delivered the planned integration synergy benefits. Closed the operations of Akzo Nobel Decorative Coatings Hong Kong, and successful migrated the majority of the sales and customer base to AkzoNobel Decorative Paints Greater China, Hong Kong Office (formerly ICI Decorative Paints Hong Kong).

AkzoNobel Decorative Paints China defined a strategic intent to develop a global low-cost country sourcing division in China, to source and deliver painting and decorating accessories to AkzoNobel Decorative Paints national sales offices around the world. As General Manager the key responsibility was defining and successfully implementing a growth strategy for sourcing within China and building up the China Souring Group organization with the team, capability and partners to deliver AkzoNobel Decorative Paints long-term low-cost country sourcing objectives. By the end of 2009, the business had an annual sourcing value of US $20m, with 14 employees managing sourcing, logistics, and quality assurance with the outsourced supply base.

Akzo Nobel Decorative Coatings China/Hong Kong was the Greater China division of the global Akzo Nobel Decorative Coating business that acquired the global ICI Decorative Paints business in January 2008. In 2007, Akzo Nobel Decorative Coatings China/Hong Kong had turnover of US$40m, 100+ distributor, two manufacturing facilities and 330 employees across China and Hong Kong. As General Manager responsibilities included full P&L and balance sheet management, and the successful delivery H1 targets prior to H2 integration of the operations with ICI Decorative Paints China into the newly created AkzoNobel Decorative Paints Greater China division.

Philips Lighting China Sourcing Group (CSG) is responsible for the sourcing of lighting products in China for supply to Philips Lighting national sales offices globally. The key responsibility of the Supply Chain Director role was the definition and implementation of a strategy to re-engineer and transform the CSG global supply chain, to enable the business to effectively grow from a sourcing value of AU$185m in 2004 to AU$750m in 2007. By 2007 20% of all products sold globally by Philips Lighting passed through this supply chain. The role was responsible for the operational management of the outsourced manufacturing base and international transportation with 40+ Chinese employees, who managed 120+ outsourced Chinese suppliers and 80+ internal global customers, with >90% delivery reliability. Other achievements included:• Stakeholder Management: negotiated with four internal Philips Lighting Asia Pacific business unit leaders to create buy-in and investment for the Euro1m (AU$1.7m) in the CSG strategic re-engineering plan. • Planning System Implementation: as business process owner, designed and implemented an advanced planning system (built on SAP APO) which allowed full visibility of the global supply chain demand (internal global) and supply (outsourced Chinese).• Partner Development: created a highly successfully Supplier Development strategic initiative to drive supply chain performance improvement in the outsourced supply base. This model was subsequently adopted by the other functions in CSG and the overall program became a corner-stone of the CSG Strategy.• Business Unit Strategy: as a management team member of the Global Business Line CFLi, engaged in the creation of the global strategy for the manufacture and distribution of CFLi lamps for Philips Lighting.

Philips Lighting ASEAN & Pacific manufactures, imports and sells lighting products across the ASEAN and Pacific region. Senior Project & Change Manager, Supply Chain responsibilities included the definition and implementation of a project and change management plan to deliver an internally integrated supply chain for the organization. The successful completion of the project lead to improved utilization of factory capacity, net zero impact on inventory and a significant improvement in delivery reliability and customer satisfaction. The project and solution were subsequently rolled out to other regions.Key Achievements:• Project Management: in collaboration with the Business Process Owner and IT Project Manager, designed, implemented and delivered on time and within budget (Euro 1m/AU$1.7m) an internally integrated supply chain for Philips Lighting ASEAN / Pacific.• Supply Chain Design: redesigned the physical distribution network, remodeled factory planning and created three new regional distribution centers, to optimized stock management, factory utilization and reduce lead times.• Planning System Implementation: implemented a region wide integrated demand and supply planning system (built on SAP APO) and related allocation processes, and migrated the organization from a supply lead to a customer demand driven operational mindset. • Change Management: successfully lead 5 ASEAN and 2 Pacific country sales organizations through the change from manual multi-platform demand planning systems and processes, to a single integrated system and process, including overseeing the appointment and training of Demand Planners in each country.

Philips Lighting Australia imports and sells lighting products across Australia, with annual turnover in in 2003 of US$30m and 60 employees. As Black Belt, responsibilities included completion of a breakthrough improvement project for the company and management of Business Excellence.Key Achievements:• Black Belt Qualification: graduated as a Six Sigma Black Belt from the Philips Lighting Business Excellence Program in August 2002, after the successful completion of the assigned Black Belt project.• Breakthrough Improvement: Through the application of the Black Belt approach, successfully re-engineered the business model, brand architecture and operation of the Trade Professional Channel from the historical loss making position prior to 2001 to >10% profitability by the end of 2003, while increasing service levels and customer satisfaction.• Financial Analysis: defined and implemented an Activity Based Costing model for Philips Lighting Australia, which was used to re-evaluate channel and businesses profitability and to enable critical assessment of strategic options. • Business Excellence Ambassador: responsible for the deployment and execution of the Philips Business Excellence program in Australia and New Zealand and successfully migrated the Australian business from ISO9001:1994 to ISO9001:2000 certification.• Organizational Development: Fostered and built a “culture of improvement” through the co-ordination and management of an Improvement Projects Program executed by staff, and Green Belt training program, which also delivered cost savings and performance improvement across multiple departments.

Philips Electronics Australia & New Zealand imports and sells consumer products, with annual turnover in 2001 of US$100m and 250 employee's. As Senior Internal Auditor, responsibilities included corporate compliance and risk management control.Key Achievements:• Fully accountable for the internal audit and risk management program of all business units and corporate functions of Philips Electronics Australia and Philips Electronics New Zealand.• Provided management support through the completion of audits which were either (a) financial, (b) operational (process and procedures), or (c) business risk assessment based. • The role also involves the completion of ad hoc assignments for divisions, country management and corporate (e.g. divestments due diligence, agency dissolution, fraud investigations and special purpose reviews)