Stephen Murphy Email & Phone Number

Sydney, New South Wales, Australia

Sydney, New South Wales, Australia

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.

Sydney, Australia

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.

Sydney, Australia

• 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.
• 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;

• 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.
• 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.

Chatswood

• 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.
• 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.

Chatswood

• 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.
• 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.

Sydney, Australia

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.

Sydney, Australia

• 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.
• 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.
• 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.
• 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.
• 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.

Shanghai City, China

• 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.
• 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.

Shanghai City, China

• 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.

Shanghai City, China

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.

Shanghai City, China

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.

Shanghai City, China

• 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.
• 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.
• 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.
• 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.

Singapore

• 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.
• 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.
• 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.
• 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.

Sydney, Australia

• 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.
• 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.
• 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.
• 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.
• 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.

Sydney, Australia

• 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.
• 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)