Privileged to lead a committed and talented group of 50recycling trailblazers, in pursuit of 10 cent containers that would otherwise go to landfill. A terrible waste of resources and a massive missed income opportunity for individuals and the 4500+ community groups who have engaged with Containers for Change via their Scheme ID. Get in touch if you want ideas that support "Don't Feed The Fill: We Can Beat It If We Dont Feed It". Proud that the organisation was the winner of the Australian Institute of Managements Emerging Business Excellent Award at the end of our first year of operation.

Leadership of $43M Bentley site reinvestment project which will secure the long future of local milk production for Lion in Western Australia, and underwrite the success of its market leading Masters and Dare brands.Supply Chain leadership across Lion's four south - west milk processing sites located in WA, SA, Victoria and Tasmania.

The PMC is an independent statutory authority established under West Australian legislation responsible for the regulation of the fresh (ware) potato market in Western Australia. The COO role was established to implement a supply chain reform package following a strategic review completed by Dr David McKinna. Major Contributions• Built and executing a new Sales and Operations Planning process to coordinate all supply chain participants in achieving improved service and variety availability. This process engages wholesalers, retailers, merchants and growers on a quarterly basis• Established new team with skills and qualification more suitable to the challenges faced by the industry• Created Quality Improvement Program focused on agronomy and seed management• Established new Benchmarking Report process whereby the Operations team review season performance with each grower covering planning, supply, quality, and continuous improvement opportunities• Established new potato grading compliance protocols to improve the visibility and accuracy of potato grading, consistent with Corporation approved standards• Established closer day to day relationship with key growers, Grower Directors, and potato resellers (Merchants) of the Corporation, to gain stakeholder support for key improvement initiatives• Established management processes to significantly improve returns to growers by reducing waste and maximising sales revenues• Participated as a member of Potato Research WA, a joint venture technical development body with Murdoch University (WA Agricultural Biotechnology Centre)• Contributed to the grower funded three year Fresh Potatoes category development marketing program launched in September 2013• Regular contributor to discussion and decision making at Board level on key strategic and operational issues • Rebuilt relationships and commercial arrangements with key plant breeders to secure new potato varieties for WA

With sales of $220m a year, Brownes is the largest and oldest Western Australian dairy products company with brands including Brownes, Chill, Kick, West n Fresh and Yogo, distributed through the retail, petrol and convenience, education, HORECA, catering, foodservice, general route and export channels. The company also supplies bulk milks solids to other manufacturers. Accountable for the operational and financial performance of the business through 300 staff, 4,000 customers, 80 distributors, 63 farmers and two operating sites. Manage the company’s Sales, Marketing, Finance, Manufacturing, Logistics, HR, R&D and IT functions. Develop and report to the Board on performance against budget, optimise profitability, cash flow and the balance sheet, develop and execute capital expenditure plans. Oversee the establishment of the processes and resources needed to enable the business to operate and report as an autonomous entity. Following Fonterra’s divestment of the business, have formulated and implemented the initial phases of a three-year strategic agenda with a primary focus on cost out across the whole P&L, with specific emphasis on W&D, procurement and manufacturing waste. The loss of the Coles Private Label contract in October 2011 re-focused the business on cost and price realisation, rather than market development. Managed Brownes branded white milk position within retail following the market pricing restructure. Tailored the company’s approach for Coles, Woolworths and IGA, with growth achieved across all three accounts. Branded share leadership achieved in Woolworths. Developed and implemented the ‘Brownes Home Truths’ positioning with consumers.

P&L responsibility for the Brownes Foods business following its exit from the ice cream category. Member of the Fonterra Brands Australia leadership team. Oversaw the re-structure of the business following its exit from ice cream category and its previous exit from frozen goods distribution. Transferred equipment to the purchasers, including inventory build to ensure brand continuity in the market place. Production run out was achieved without writing off materials and packaging. The redundancies of 130 employees were achieved while maintaining production until the target last date with no industrial action, by engaging fully with employees on the sale process from the outset, and providing outplacement support. Re-negotiated supply contracts on existing terms and conditions to maintain contracted volume, enabled the business to sustain its growth and buffer against the industry downsizing impacting other processors. Led the management process to support the business through the 18-month process of selling the business, and managed the post-sale transition. Improved operating and safety performance, and maintained financial performance through uncertainty, using regular communication on the status of the sale process, and ensuring the involvement of only those people who needed to be involved. Provided industry leadership through the collapse of Challenge Dairy. Negotiated with Challenge, the administrators, Fonterra and the State Government to ensure milk continued to be processed while long- term arrangements could be established, and those farmers were not lost to the industry. Achieved an orderly transition of farmers to other processors, to ensure milks supplies did not decline which avoided the pressure on farm gate prices. Regained market share leadership by modernising pack graphics, and maintaining the company’s private label contract with Coles to expand branded shelf presence.

$300m a year privately owned, family operated, paper and board converting business with three manufacturing centres in Australia, three in Indonesia, three in China, and one in Singapore and South Africa. Arising from gaps in the leadership team, provide day-to-day supply chain and manufacturing leadership to the company’s Australian and Indonesian businesses until a CEO was appointed. Developed and executed responses to manufacturing performance issues in Australia, to stabilise cost and service by improving forecasting, resolving supply problems, bundling jobs requiring the same or similar machine set ups, improving ink utilisation, optimising machine scheduling efficiency, and re-locating a satellite manufacturing operation in Sydney to the main plant in Adelaide. Developed a supply chain transformation plan, in partnership with the senior leaders of Sales and Finance, to deploy the company’s core ERP platform across the global manufacturing network, which improved customer service outcomes through better visibility of inventory and order cycles, and less dependence on individuals with specialist knowledge and expertise. Provided day-to-day business continuity following changes in the senior leadership group in Indonesia. Recruited new leadership and implemented a new structure suited to multi-site operations to improve the customer service performance of the Indonesian business. Implemented a new sales and operations planning process focused on forecast accuracy and manufacturing lead times, across both countries. Following the appointment of a CEO, assumed the role of Group Technical Manager responsible for the global new product innovation program and a supply chain improvement strategy. Achieved the BRC Quality Accreditation for the company’s site in China required by McDonald’s, by establishing cross functional teams to oversee plant and quality system improvements.

Provided manufacturing leadership to four high volume plants with a total of 2,500 employees, and represented procurement and logistics within the Arnott’s business unit. Oversaw the completion of the implementation of the company’s manufacturing rationalisation strategy. Included the creation and execution of modified recovery plans for two plants, which reduced costs by $12m a year, and made a significant contribution to a 37% growth in the company’s operating profit. Developed a focussed improvement plan, monitored weekly for cost and service outcomes. Elements included re-visiting the capital solution for a single core production line, the re-deployment of technical resources to work with operating teams to resolve performance issues on re-configured lines to address material waste, packaging efficiency, and packaging suitability issues. Delivered $12m in savings over three years, and improved quality and service performance through a supply chain strategic plan to focus on opportunity areas and drive the business unit growth agenda. Leader in the development of the Arnott’s Biscuits Strategic Plan development process, including functional strategy development to support achievement market development initiatives.

During this period, undertook a wide range of roles to develop the company’s sales systems, integrate and expand an acquired technology business, lead the company’s largest change management program, and manage the operations of the company’s South Australian brewing business. Sales Support Director. Developed and implemented sales systems, and developed the trade merchandise acquisition and distribution category. Provided strategic leadership on field sales execution including retail gold standards through leveraging Seibel Systems software. Established a cross-functional sales and marketing team to enable the expansion of the company’s Siebel software into its full customer relationship management capability. General Manager – Barserv Technologies. Took the Barserv beer system design, installation and preventative maintenance services and technologies to hospitality market leadership. Integrated the company’s beer system function in Australia and NZ within the Barserv business.