Leading the embedded procurement team looking after capital delivery program of $500-$600m per year. This comprises over 200 capital projects a year.- Managed both pre-contracts and post contract activities within procurement. Led teams of upto 20, comprising both Sydney Water and external staff in a fully integrated team.- Delivered and contract managed a number of large ‘special projects’ including Lower South Creek and Promac.- Leading the first pre-contracts team in Australia to adopt the NEC4 contract suite.- Developed a matrix structured team to deliver results in a high performance culture.- Transforming the function to have an end to end view of procurement - from sourcing to contract management to supplier relationship management. Team responsibilities include supplier selection, negotiation, contracting, contract management, KPI development and measurement and supplier relationship management.- Moved to a more strategic role for procurement by bringing together capital and operational expenditure in the categories.- Represented procurement on the leadership group for Delivery Management / LCS- Implemented SAP Ariba for source to contract to move to a better and more streamlined way of working.- The DM team was recognized for it’s market leading procurement model through several awards from CIPS, Procurement Australia, World Procurement Awards, and has also allowed me to speaking opportunities at procurement conferences.- Representing procurement on a number of cross business initiatives, raising the profile of procurement. This includes the Reconciliation Action Plan and Heavy Vehicle National Legislation teams.

I manage two teams. One team of 10-12 manages most of the capital / construction procurement and contract management at Sydney Water. Delivery Management is effectively the project management division of Sydney Water, and this procurement & contracts team is embedded within "the business". We procure and contract manage a wide range of over 200 projects a year from $50K to $100million+. If you've ever been on the critical path of a project, you know the only way to success is high speed and focus, and we do exactly this through a combination of rapid but effective direct negotiations and tenders with a panel as well as off-panel suppliers. It's an integrated team, comprising a mix of Sydney Water staff and contractors. In contract management, we focus on KPIs, SRM, dispute management and compliance to SOP ActThe second team of 5 manages a number of 'panels' - an engineering design panel, a demolition panel as well as managing a number of ad-hoc procurement activities. We manage the sourcing, award of work, contract management and KPIs. The focus of this team is to support planning and property divisions within Sydney Water.But wait, there's more. I'm involved in:- a project to ensure our contracts comply with HVNL / COR [Heavy Vehicle National Law / Chain of Responsibility]- Delivering our Reconciliation Action Plan [RAP]- Improving our adoptionof Early Contractor Involvement [ECI] in construction- Acting as a SAP/Ariba power user- Not taking myself too seriously

Managed the civil services category, which includes maintenance, construction and inspection activities. From the run-of-the-mill categories like road restoration and sewer repairs to exciting categories like underwater remote vehicles and drones in the sky, the category covers a lot of ground. In 2 years, I was able to get 90% of the category covered by long term contracts, with good contract management and supplier relationship management in place. My focus has been on changing the mindset of the organisation to move away from rigid structures and tenders to more outcome based commercial models. This involves considering risk over pricing, long term over the short term and allowing for innovation to occur.I was, and am still, working on implementing SAP Ariba. I am the sourcing SME for the design, build, testing and training process. This has been a great opportunity to bring change into the organisation, and allow the procurement function to mature. As a result of this, the role of procurement and Supply Chain within the organisation is much clearer now. This will be followed by an implementation of S4/HANA, where I will no doubt continue to be involved.

Responsibilities- Commercial lead on a large transformational project - the single largest procurement activity that Group Procurement has been involved in- Managing the Capital Equipment category, including sub-categories such as shelving / racking, baking ovens and cooking equipment, materials handling equipment, installation services and signage. The scope covers multiple Business Units and thousands of sites.- Developed and delivered on an overseas sourcing model for ‘not for resale’ products- Managed numerous senior stakeholders through procurement activities, including developing category strategies, running tenders / RFXs, evaluating and selecting suppliers, conducting negotiations and managing contractual terms.Achievements- Over a 12 month period, led the commercial stream selecting a supplier through a multi stage selection process. On track to deliver significant savings through the use of an open book model and innovative risk reward mechanisms.- Delivered significant savings year on year on capital equipment categories through low cost country sourcing as well as supplier consolidation.- This was achieved in categories where Group Procurement previously had no visibility or stakeholder buy-in.- Through a consultative process, developed rigorous category strategies based on spend analysis, market analysis, developing stakeholder requirements and supplier interactions.- Developed a Total Cost of Ownership model in key categories to help manage capital purchases on lifecycle costs, not just on purchase price.- Recruited, managed and developed buyers and graduates to support the category.

Manage external suppliers who manufacture products under Goodman Fielder brands. This covers spend of over $100m with over 50 suppliers across Australia and internationally.Consolidating and managing previously fragmented spends into a central function.Lead strategic sourcing initiatives across multiple divisions, and manage the New Product Development cycle for products manufactured by these suppliers.Project manage a number of supplier related projects delivering cost reductions.

Responsibilities- Managed the centralised procurement function that controlled over $300 million of spend with suppliers of packaging, raw materials, overheads and contract manufacturing. - Led a team of 2 (a category manager and an analyst) to support the procurement needs of 11 sites.Achievements- Led and supported a number of strategic sourcing initiatives, that delivered benefits of over $20m and aided the transformation of Dairy Farmers from a cooperative to a company.- Achieved year on year reductions in costs of direct materials of 5% to 15%, even during years of unprecedented oil, plastic and commodity price increases. This was done through managing specifications, conducting tenders, implementing better supplier KPIs and proactive inventory management.- Successfully set up the international procurement supply chain for the launch of Dairy Farmers’ Thick & Creamy range of yoghurts. This involved selection of suppliers in Europe, managing artwork, production scheduling, and air freight in an accelerated timeframe of 4 months.- Successfully developed and instituted a process to reduce write-offs due to packaging changes and obsolescence, reducing the level of losses by 75%.

Worked on a number of procurement projects across Australia and New Zealand in strategic sourcing, network optimisation and global sourcing.

Led teams of analysts and category managers on strategic sourcing implementations with several large clients in Australia and Asia.

Started in the Mumbai office, moved to Sydney on a secondment. Received wide ranging exposure across a number of consulting areas like outsourcing, CRM, corporate strategy and process reengineering, both in Australia and internationally.