Melbourne, Victoria, Australia
With a capacity for systems thinking, my core offering is an ability to think beyond boundaries. Reconceptualizing ‘ways of doing business’ in order to build sustainable competitive differentiation, I am not afraid of taking on the challenges of today in terms of building sustainable business models in highly competitive sectors. Moving from a foundation in leadership, project and operational management with the Singapore Armed Forces, Luminex Corporation, Fuelco and Eredyne Group into strategic GM roles, my career is united by a track record in evolving business models, on a global footprint, to create agility, flexibility and alignment with market forces. Most recently with Fuelco Australia for example, I have influenced a shift towards modularity in system design and penetration in parallel industry sectors. An approach underpinning all expansion and development activities, I have built unique competitive advantage by aligning core competencies of the business, while realizing significant cost efficiencies. Building a sustainable roadmap for growth, I have delivered 4x growth in 3 years. As a leader, I have great respect for the power of teams. By effectively articulating the benefits associated with strategic change, I influence leadership and team members alike towards achieving a common goal. Similarly, I build long lasting relationships with clients and ensure their input during the new product development process. By considering both commercial and ‘human’ elements of growth strategy, I can see opportunities ahead, set the direction in which a business needs to go and build teams that are empowered to get there. I welcome new connections. Should you wish to get in contact, please do so through LinkedIn.
Following the launch of the Eredyne Group and subsequent acquisition of Fuelco, I set the strategic vision and direction required to build a new geographically diversified, solution centric organization. Developing pillars for stable growth, my focus has been on the development of a supply chain at the point of manufacture in China, a shift towards modular engineered systems (recycling, renewable energy, disaster relief) and their alternative applications, and building an Engineering & Projects capability to drive sustainable growth in new markets and industries. Today, I hold full P&L accountability, direct global business development and oversee projects across the mining, containerized services, aviation, power generation and fuel farm industries, creating a network of partners to achieve SLAs and exceed client expectations.
A strategic leadership role, I was responsible for the company’s expansion agenda, setting a path to sustainable growth and long-term profitability. Key to this was the set-up of a robust cost-effective integrated supply chain network in China, engaging international partners, suppliers and vendors to create an ecosystem capable of functioning independently from the Australian operations. In addition, I built a high performing engineering and project team, aided by stringent quality controls and systems, to provide a conduit between Design in Australia and Manufacturing in China, a business model that underpinned growth while driving significant cost savings.
Engaged to improve the organization’s capability to tender and manage large scale projects for blue chip clients, I built an Engineering and Project team from the ground-up, including rigorous PM methodology and high-level system designs. I used design centric technical proposals as a key point of differentiation within the industry and built a team of 10 to deliver more than 10 tenders each year, embedding PMBOK/PRINCE2 methodologies in line with industry best practice. During this period, I also managed client engagement, building relationships up to director level to oversee sales, legal contracts and commercial negotiations.