Full P&L and balance sheet accountability across two divisions with a national network of sales offices and agencies. Showerama’s core businesses are the manufacture and distribution of bathroom vanities and mirror cabinets, cultured marble vanity tops along with the manufacture and installation of shower screens, mirrors, wardrobe doors and shelving.Rebuilt 5 production lines over 3 factories without disruption of supply to customers; incorporating new machinery, improved… Show more Full P&L and balance sheet accountability across two divisions with a national network of sales offices and agencies. Showerama’s core businesses are the manufacture and distribution of bathroom vanities and mirror cabinets, cultured marble vanity tops along with the manufacture and installation of shower screens, mirrors, wardrobe doors and shelving.Rebuilt 5 production lines over 3 factories without disruption of supply to customers; incorporating new machinery, improved production flows, re-engineered material handling, enhanced safety, expanded capacity and revitalising employee engagement contributing to a significant material/labour savings, reduced material movements and improved product flows with a step change in product quality and wastage.This rejuvenation of the operational capabilities of the business, together with re-engineered office processes to streamline the flow of orders through the business, delivered stable lead-times - even during significant periods of growth, the ability to track individual orders, improved customer satisfaction and improved delivery performance. Show less

Full P&L and balance sheet accountability for four manufacturing facilities with eight sales offices and 350 personnel representing mulitple brand names in the market.Inherited an underperforming business, within 12 months turned profits around $1,000k by mentoring the management team through a change in culture, setting new standards for the business around, branding, customer service, quality, communication and OHS; improvement delivered through margin growth, overhead reduction and… Show more Full P&L and balance sheet accountability for four manufacturing facilities with eight sales offices and 350 personnel representing mulitple brand names in the market.Inherited an underperforming business, within 12 months turned profits around $1,000k by mentoring the management team through a change in culture, setting new standards for the business around, branding, customer service, quality, communication and OHS; improvement delivered through margin growth, overhead reduction and waste elimination.Significantly improved service levels and the sales promise by driving a major change initiative involving the installation component of our business. This involved a cultural change program for contractors to the business by addressing long-term entrenched behaviours and perceptions. Show less

Operational responsibility for 3 manufacturing businesses and 6 sales offices engaging 250 employees/contractors.Delivered significant margin growth through benchmarking performance against theoretic margins and then engaging and educating staff on what constitutes margin erosion to close the gap, improvement of 7.5% realised.Developed a customer service culture in a business that had a track record of poor service and delivery. Engaged staff to set and implement standards… Show more Operational responsibility for 3 manufacturing businesses and 6 sales offices engaging 250 employees/contractors.Delivered significant margin growth through benchmarking performance against theoretic margins and then engaging and educating staff on what constitutes margin erosion to close the gap, improvement of 7.5% realised.Developed a customer service culture in a business that had a track record of poor service and delivery. Engaged staff to set and implement standards, guidelines, surveys, KPI’s and training to drive behaviours that delivered exceptional customer experiences. DIFOT improved and sustained at a level 3 times better than the start of the initiative. Show less

Project Manager of a large scale, companywide, complex project requiring strong change management, business process re-engineering and project management skills. All business processes within the Group were reviewed and re-engineered. An ERP solution selected and implemented to fit the processes we had defined. This was the single largest project ever undertaken by the business.Successfully implemented a national integrated ERP System and business processes project, spanning 12 sites… Show more Project Manager of a large scale, companywide, complex project requiring strong change management, business process re-engineering and project management skills. All business processes within the Group were reviewed and re-engineered. An ERP solution selected and implemented to fit the processes we had defined. This was the single largest project ever undertaken by the business.Successfully implemented a national integrated ERP System and business processes project, spanning 12 sites, without significant disruption to the ongoing operation of the business. The outcome; simplified processes with fewer people, greater consistency and control, better customer service and improved margins. Resulting in positive transformational change and providing the foundation for a significant shift in the Group profitability. Show less