Steve Siddall Email and Phone Number

Operating across the Australia Capital Territory and Southern New South Wales, CDC Canberra provides essential bus services for millions of passengers each year.Responsibilities Manage a fleet of more than 145 vehicles out of depots in Queanbeyan, Fyshwick and Yass, providing route and school services, special needs transport plus bus and coach charter. Employ more than 220 people in both operational and administrative roles. Recruitment, training and retention of bus drivers. Designated Manager appointed by Transport for New South Wales. Financial accountability to ensure contracted service delivery within the agreed budget. Implement the policies and procedures that ensure the high standard for safety and compliance is understood and achieved by the team. Maintain a strong relationship with stakeholders based in Newcastle (GM, BD, Payroll) and Brisbane (CEO, HR, HSEQ, Finance, IT, Marketing).Achievements Restructured the operations and administration teams so that there was more focus on productive actions and better adherence to policies. Developed and implemented the strategy to grow the charter business volume and margin, increasing fleet utilisation and building more hours for driving staff, contributing to a more sustainable workforce. Employed an internal training team so the recruitment of high quality, safe drivers at a time of huge labour shortages was successful. Raised the level of customer service, thereby reducing complaints.  Successfully rebranded the Qcity and Transborder Express operations to CDC Canberra, concurrent with the expansion of the urban service network in February 2023. Introduced a new ticketing system, with cashless payment options.

Konica Minolta manufactures business and industrial imaging products, including copiers, laser printers, multi-functional peripherals (MFPs) and digital print systems for the production printing market. My role was commission only based primarily at my home office.Responsibilities Sale, lease and rental of Multi-Function Devices and service contracts to commercial customers in the Canberra Region.Achievements High retention of customers at time of contract renewal, despite the growth trend towards paperless offices. Created a strong base of new customers by promoting remanufactured MFD’s. This was a very useful strategy at the time of the global chip shortage as new MFDs became backlogged.

Unilode provides specialist services for the aviation industry including ULD (containers & pallets) and in-flight food service equipment supply and management plus maintenance and repair solutions. Working as Area Manager across Australia and New Zealand, I was subsequently asked to lead and manage a business-critical project rollout - ACTIS 2, Unilode’s proprietary repair management software. Area Manager Responsibilities Leadership of the ANZ division ensuring business plans and commercial strategies were optimised for business growth.  Managed the daily operation of all assigned stations ensuring compliance with Quality Management System (QMS), Safety Management System (SMS) and Occupational Health and Safety Systems (OHSS).  Line managed 40 staff across Sydney, Melbourne, Brisbane, Perth, Auckland, and Christchurch, delivering an equipped, resourceful and motivated workforce who produced a consistent high performance. Product Manager Responsibilities As Product Owner, managed the development of ACTIS 2 (a bespoke full ERP/MRO lifecycle software) utilised by all 600 staff within the organisation.  Collaborated with key internal stakeholders to define business requirements and managed the NZ based external team of Business Analysts, Developers and UX/UI Designers to sequence workflow and ensure that the functionality and quality met the business requirements.Achievements Successfully completed the definition and development of the new ACTIS 2 system 4 months ahead of schedule and within agreed budget, ready for data migration, final testing and rollout.  Increased the repair output volume by 25% and decreased turnaround times of maintenance tasks through the introduction of robust KPIs and workflow mechanisms.  Proactively upsold service offering to existing customers, including for example, Air NZ, by diversifying the offering and ensuring service delivery levels were above expectations.

KORR provide and manage contract aircraft maintenance staff for airline customers throughout Australasia. As Contract Operations Manager, I oversaw the operational management of the QantasLink Boeing 717 Heavy Maintenance in Canberra. Responsibilities Operational leadership and management of B717 Heavy Maintenance Division. Established strong strategic and business plans for the division with robust KPIs and SLAs.  Proactively identified opportunities to improve performance and productivity through qualitative and quantitative data analysis. Managed and led a multi-disciplinary high-performance team, providing mentoring and support to ensure regulatory compliance and safety for the division with regular quality checking and reporting.Achievements Significantly improved the turnaround time in heavy maintenance. At commencement of the role the annual schedule was approx. 8 weeks behind delivery target due to unexpected issues. I introduced a second production line for a 4-month period to catch up with the schedule and brought it to ‘on-time’.  Initiated and led the diversification of the service offering and expanded the contract scope to include Line Maintenance & Logistics Support resulting in improved customer satisfaction and increased revenue.

Hawker Pacific (now Jet Aviation) is a leading Aircraft Sales and Support Company in Asia, the Pacific and the Middle East. As General Manager, I oversaw the operational delivery across the organisation in New Zealand. Responsibilities Managed key stakeholder negotiations with clients and suppliers, building and maintaining effective and trusting relationships through regular communication and consistent delivery.  Proactively analysed internal sales, marketing, process and financial data to ensure competitive position and a responsive service offering to clients. Delivered stable regulatory compliance across all reporting areas. Led, mentored and managed a multi-disciplinary team, setting challenging yet achievable KPIs, creating a motivated and resourceful workforce. Achievements Successfully diversified the business by introducing a new value proposition - from helicopters only to also include aeroplanes. This significantly increased revenue growth and the company’s client base.  Spearheaded the tender, negotiations and successful signing of a 5-year contract with the RNZAF.  Grew the spares parts division of the business which resulted in the introduction of new revenue lines. Transformed a loss-making entity (upon entry to the company) into a diverse and profitable organisation through investing in new staff, streamlining processes and expanding offering.

Safe Air (now Airbus NZ) is an aviation maintenance, repair, overhaul, design and manufacturing business with capability for airframes, engines, propellors and components. As Logistics Manager, I oversaw the supply chain for the company. Responsibilities Oversaw and managed the rigorous and cost-effective control of inventory and logistics. Established and maintained strategic relationships with key vendors and suppliers, negotiating best-value contracts and win-win outcomes. Led a team of diverse staff, providing performance management, coaching and training, which were drivers of improved efficiency.  Worked consistently within service level agreements, promptly responding to any customer issues to maintain quality of service.  Led the quality, safety and compliance requirements, ensuring regulatory and WHS standards were met. Achievements Successfully restructured the logistics division following consultation with staff, unions and senior management. This resulted in improved service levels and reduced cost for the organisation.

Aviall (a Boeing Company) is a leading solutions provider of after-market supply-chain management services for the aerospace, defence, and marine industries. The NZ Manager was responsible for sales to all NZ and Pacific Island customers.Responsibilities Developed and implemented detailed marketing and sales strategies for both new and existing product lines that took full account of customer expectations. Proactively oversaw and managed sales across the region including prospecting, business development, and the creation of new opportunities. Managed a key client portfolio as well as generating new leads and market segments.  Managed all inventory, warranty and core transactions to assure traceability, integrity of documentation, cost effective logistics and maximum service level. Provided strong forecasting and reporting based on evidential, quantitative data analysis, made recommendations to the Executive Team for future strategic business decision making. Achievements Consistently exceeded challenging sales targets and was recognised as a senior performance leader within the organisation.  Created an enhanced a commercially astute team by expanding their technical capabilities and diversifying skill sets.

Ingersoll-Rand are a multi-billion US$ listed company. The Productivity Solutions Group specialize in pneumatic tools and equipment. The roles were mostly concurrent as my area of responsibility increased over the four-year period.National Key Accounts Manager Jan 2001 to Apr 2002 UK A Class Distributor Manager Mar 2000 to Aug 2001 Distributor Sales Manager, Ireland Mar 2000 to Apr 2002 OEM Manager, Engine Starting Jan 2000 to Apr 2002 Business Development, Construction. Mar 1998 to Apr 2002 Responsibilities Maximised the success of National Key Accounts by creating and implementing plans to introduce new product ranges with aggressive promotional activity.  Identified and recruited new distribution partners. Implemented new distributor trading terms and developed joint sales strategies, eliminated weak distribution partners and identified and recruited new partners.  Promoted a new range of pneumatic starter motors to large diesel engine OEMs such as Cummins and Ruston. Managed the distributor network and direct sales to national plant hire and road construction companies.Achievements Completed a very significant sales programs with two of the largest UK National Industrial multi branch outlets and two major UK buying groups with 80 new independent outlets. Defined new markets for legacy air motor products, established a network of five master distributors to stock the full range and increased sales by over 200% in year one. Re-defined distribution channels to be market segment focused instead of geographic. Appointed a specialist distributor for niche electrical screwdriver range to target the electronics industry. Increased distributor stocking level in excess of 1000% which facilitated sales growth of more than 100% for 2 consecutive years. Determined market expectations for low vibration hand tools and worked with design, production and marketing to launch a new product.

Endoline Machinery was the UK’s largest manufacturer of end-of-line packaging machinery, primarily corrugated case erecting and sealing. The total revenue exceeded GBP 6 million and they were a 100% privately owned UK Company. This role was based at my home office.Responsibilities Management of the sales territory, supporting existing customers and cold calling to expand the portfolio.Achievements Created a model for reselling preowned machines to new, low production volume, cost sensitive customers. Developed the skill of closing the sale at the first appointment.

Avro International Aerospace was a Joint Venture between British Aerospace and Taiwan Aerospace. It was the premier European manufacturer of regional jet and turboprop airliners, producing the BAe146 and the Jetstream.Responsibilities Negotiated and implemented sale and lease contracts for Avro Regional Jetliners with European Airlines.  Total strategic and tactical responsibility.  Managed sales campaign teams of marketeers, engineers, customer support and training, legal and contract specialists.  Controlled commercial and technical definitions to meet company requirements.Achievements Concluded a seven-year lease and maintenance contract of three 70 seat RJ70 jets to Air Baltic of Latvia. A five-year lease of three preowned 110 seat BAe146-300 aircraft by Aer Lingus of Ireland. Redefined relationship with major UK airlines persuading Board members to instigate market opportunity based strategic evaluation in place of a pure operating cost reduction model. Orders for sixteen 110 seat RJ100 aircraft were subsequently placed.

Avro International Aerospace was a Joint Venture between British Aerospace and Taiwan Aerospace. It was the premier European manufacturer of regional jet and turboprop airliners, producing the BAe146 and the Jetstream.Responsibilities Analysed customer’s technical and economic requirements and developed technical sales strategies. Created customer specifications including liaison with design and production departments and suppliers.  Prepared sales arguments and supporting material for presentation to customers up to Board level.Achievements Developed technical strategies for a pivotal campaign in Malta resulting in the sale of four 82 seat RJ70 jets.

British Aerospace was the premier European manufacturer of regional jet and turboprop airliners, producing the BAe146 and the Jetstream.Responsibilities Supported Airline Operations Departments during introduction of new aircraft into service.  Produced and teach courses for pilots, cabin crew and ground crew.  Developed optimized operational procedures and techniques.Achievements Represented BAe at IATA working groups ensuring new computer specifications accommodated unique requirements of regional aircraft.

British Aerospace was the premier European manufacturer of regional jet and turboprop airliners, producing the BAe146 and the Jetstream.Responsibilities Technical sales support of campaigns in Europe and Central America. Travel to customers and present up to Board level. Negotiated favourable evaluation ground rules, prepared business proposals and presented at Board and Government level. Achievements Significantly influenced the definition of The National Plan to introduce locally re-manufactured regional aircraft to the deregulated airline market in Mexico. Proved full payload capability for 19 seat Jetstream 31 operations from Samedan Airport, the highest airfield in Europe, resulting in the cash sale of the first aircraft to new operator Air Engiadina.