CEO of a commercial catering company with 450 staff nationwide. Libelle proudly serves hungry learners for the Ministry of Education's Ka Ora Ka Ako Healthy School Lunch programme, residential boarding schools, RSE agricultural workers and 80 retail locations. Libelle has a large manufacturing kitchen capable of producing 60,000 meals a day and also engages in contract manufacturing for well-known NZ brands. Libelle Group won the Westpac Business Awards Central Auckland Excellence in Strategy and Planning award for 2021. In 2022 we placed 2nd in the Deloitte Fast 50 for growth over the previous five years, and 13th in the Deloitte Fast 50 for growth over the previous twelve months.• Worked with the Board & Leadership Team to develop & execute a group level strategic plan.• Led a refinancing initiative to centralise operations & support strategic plan.• Opened a purpose-built food manufacturing facility in Hamilton/Kirikiriroa.• Implemented a Senior Leadership Team charter, vision, values, & agreed behaviours.• Implemented new stakeholder communication channels. Improved alignment and trust from the boardroom to the frontline.• Restructured the company to align with the new centralised production strategy.• Diversified from the education sector into agricultural worker catering in Hawkes Bay & Marlborough.• Successful Women’s Rugby World Cup catering.• Optimised retail locations and grew the estate to 80 profitable sites.• Implemented government relations plan & strengthened ties with the Ministry.

A leadership position and Board member with accountability for the managing of all corporate functions, business units and brands globally. BurgerFuel Group has three premium restaurant brands, BurgerFuel, Winner Winner and Shake Out. BurgerFuel Group is a publicly listed company with locations in New Zealand, and international locations in UAE and Saudi Arabia. • Developed and executed new group level strategic plan, turnaround plan, policy and budgets• Designed & led the restructure to support the new strategies and the transformation from a single brand multi-national to a group of brands• Since FY12 100% increase in the number of restaurant locations with a 42% decrease in Head Office staff thanks to a highly engaged Leadership Team, the adoption of technology and a more targeted and efficient growth strategy• Acquired, integrated and grew a new brand called Winner Winner• Created Winner Winner SOPs, processes, tools & franchising documents• Created & incubated and launched a new impulse burger brand called Shake Out• Championed Shake Out IT development so that all CX was digital & cashless (kiosk, app or online)• P&L accountablity for financial results of the group, all brands, all departments, all countries. FY22 Half Year announcement profits up 12.7% • Implemented a data-led strategy to provide a sustainable increase in profitable locations• Championed and modelled the corporate values and behaviours • Managed, led & inspired the Senior Leadership Team to higher levels of commitment & performance with strategic retreats, a team charter, well defined purpose, mission, values & behaviours• Successfully managed the Covid-19 crisis with great health, wellbeing & financial results• Commenced a sustainability project to review, improve & report on the company’s sustainability achievements

A senior leadership position with Woop, a fast growing premium food kit/box provider.

Retail leadership role at BP Oil Ltd. BP has locations nationwide for retailing fuel, FMCG, café, LPG and carwash, often on a 24/7 basis. After successfully implementing SAP & Lean Retail, the BPNZ retail network was BP’s highest performing retail business unit, globally. With the sites running well we turned our minds to making Head Office a bit more lean and efficient. This role was similar to my previous role with the addition of the Food Service and Accounts Payable functions.• Achieved Operational Excellence as we kept growing the fuel, FMCH & café businesses whilst reducing labour expenses by 25%. Sales up, costs down• Integrated more IT systems and managed to reduce administrative duplication and save the equivalent of 65 administrators nationwide• Digitised 90% of the training materials and transformed the training team from 6 field based trainers to 2 office based Learning & Development professionals. Improved training compliance through instant online visibility to attainment levels. Many sites achieved 100%• Solved an industry wide problem by working with the formative technology to read number plates. Instantly reduced fuel theft by $200k p.a. and won a global BP Helios award for the innovation• In 2010 & 2011, we won independent industry awards for high levels or merchandising and promotional compliance. This improved the negotiating position of our Category managers and Buyers• Centalised the Accounts Payable function. The new 12 person AP team eventually achieved best in class matching and processing rates

I joined BP as part of a large Lean-Retail transformation project that was designed by Accenture and based on the principles of Lean Retail. My McDonald’s experience was put to good use designing, implementing and continually improving all retail systems, processes, procedures and tools. A philosophy of Operational Excellence was brought alive through continual auditing, continual improvement of tools, thoughtful communication, good gate-keeping and rigorous management. I was the retail gatekeeper and the role had a very strong emphasis on Change Management in a thoughtful, safe and controlled way. To achieve this, I managed several teams based in Head Office and the field. A typical BP Connect site has the added complexity of having 4 distinct businesses on one site – Hazardous Fuels, FMCG Convenience retail, Food Service café and carwash services.• Created & continually updated all the tools to enable a process driven operation based on the principles of Lean Retail• Established a new nation-wide Training Team to train in the new SOPs & processes• Established a new auditing team that would check that the new Lean Retail procedures were well embedded. Audits covered Health & Safety (H&S), Operational standards & procedures, and business controls. Compliance rates went from inconsistent to dependably between 85-90%• Created new inventory management processes and successfully improved item availability, shrinkage, merchandising standards and management efficiency• During a heavy period of change, I managed 1500 non-routine change events in order to harmonise processes with SAP and deliver SAP training. The business ran extremely well both prior and after the launch of SAP• Created a high performance culture around coffee. Training & coaching programmes followed by recognition & reward programmes eventually achieved high engagement from Senior Leadership through to all on-site staff. Wild Bean Café became NZ’s largest coffee retailer

BurgerFuel was carving out the new category of Gourmet Burgers in what was a new channel now known as Fast Casual dining. As General Manager I had 10 office staff to manage all the usual business functions including oversight of the franchisees. I placed a large focus on franchising, innovative marketing, excellent store operations, site selection and customer satisfaction.• Convinced the owner to open locations beyond Auckland. Commenced negotiations on 2 Wellington sites• Implemented new marketing tactics and grew the sales by 25%• Achieved Franchise Association certification• Transformed the location strategy from High Street impulse to suburban convenience. This tripled the number of potential sites and the suburban sites eventually outperformed the high street sites

The McDonald’s Field Service Manager recruits and trains new Franchisees, manages supports and advises existing Franchisees, assists with the opening of new locations and makes recommendations to Senior Management regarding the renewal or cancellation of Franchises. This is achieved by managing a large and distributed field team that are continually auditing the stores on a variety of areas that feed into a balanced score card. This score card was an essential part of all business decisions regarding new locations for existing franchisees. McDonald’s had a strong philosophy of growing with the best Franchisees.• Convinced 60 franchised sites to remodel their diningrooms within an 18 month timeframe• Convinced 10 Franchisees to purchase a McCafe within a 12 month timeframe• Managed the first 2 franchise expiries in McDonald’s New Zealand• Raised sales by $5.5m in one year with a Drive Thru improvement project that gave the customers a faster experience• Key presenter on Drive Thru success at annual International Convention• Changed the Australian McCafe business model to one that suited New Zealand and commenced nationwide rollout• Managed the crisis team for the first national food safety issue McDonald’s had ever experienced• Redesigned kitchen layouts for increased efficiency• Conducted annual business meetings with all assigned Franchisees