Claremont, Western Australia, Australia
A strategic, commercially astute executive with 19 years’ experience in strategic procurement, supply chain optimisation, sales & operations planning (S&OP) & process improvement. A natural communicator & passionate problem solver, able to build trust, inspire belief & enable others to reach their potential. Recognised for connecting people & process across functional & organisational boundaries, translating opportunities into tangible action delivering sustainable customer value & bottom line improvement. Exposure to multiple commercial environments, including goods & services, trading B2B & B2C for SMEs & multinationals both private & publicly listed, spanning sectors including resources, property, manufacturing, wholesale & retail. End-to-end supply chain remits have covered product, procurement, logistics, inventory, marketing, business development & sales. This extensive base of experience across the value chain in multiple industries provides the holistic lens necessary to align operational considerations with corporate & functional strategy. Customer-centric yet systems focused, with a strong presence at management & operational level. A critical thinking team player, able to learn markets quickly and commercially guided by personal values of honesty, loyalty and resilience.
- Leading APAC LME category strategy, including automation and electrification strategies, in line with Rio Tinto's decarbonization goals. - Driving APAC LME sourcing strategies and processes, including negotiation and agreements. - Managing all LME category supplier relationships regionally. - Data extraction & analytics in support of demand forecasting, supply chain optimization, risk assessment, and supplier evaluation. - Supporting procurement teams in greenfield operations across Africa, Europe, and South America.
- Supply Chain Optimisation – Scoped and costed alternative LV Tyre, bulk lubricant and conveyor idler supply chain designs. Project managed execution of the latter two, delivering significant land cost to site savings. - Stakeholder Engagement – NZAS Anode offshoring project coordinator. Facilitated logistics planningm supply chain cost modelling and preparation of Recommendation to Award. Facilitated collaboration of 12 stakeholder groups (7 internal, 5 external) to execute production & delivery, saving a potential $800k p.a. - Commercial Evaluation – Yandi Rail Sleeper Replacement Project. Gathered, modelled & presented complex data across production, logistics & processing of rail sleepers & under sleeper pads (USPs). Compared various delivery models & provided recommendations on sourcing strategy, travel routes & production location. Contributed to RTA and contract wording. Expected project saving of $7.5-$11.4m over 3 years.
Voluntary role within Global Procurement. The Respectables is an internal network of like-minded employees passionate about shaping a psychologically safe workplace, driving a culture of accountability, and helping our people lead with care, courage and couriosity. - Coaching of leaders, teams and individuals - Modelling and advocating psychologically safe practices - Demonstrating best practice in coaching methodology and multi-directional feedback
y-group.com.au Privately owned, manufacturer/importer/distributor of specialty food/beverage. Diversified across food, coffee, liquor & hospitality. Iconic brands include European Foods, Blue Cow Cheese & FiORi Coffee & Oakover. - Amalgamated coffee & food procurement teams. Restructured Procurement dept responsibilities to provide cover, growth & reduce knowledge silos - Strategic Sourcing – Defined central Procurement's scope & aligned objectives with corporate strategy (Increase WA made, premium/artisanal focus). Kraljic Procurement Positioning to drive supplier selection - Category Management - Established core "Retail", "Cafe" & "Restaurant" category aligned with corporate strategy & prevent SKU proliferation. Led range rationalisation => 15% reduction in SKUs worth $1.3m sales p/a but offering minimal GP or strategic value - Designed KPI's: Lost Sales $ (vs orders) & Wastage $ (vs COGS). Built Excel KPI tracking, reporting & root cause analysis for continuous improvement. With a shift in purchasing culture & forecasting methods, delivered 50% less Lost Sales (June20-Dec21) & 75% less wastage (Sep20-Dec21) - Feasibility study on bulk food repacking => 39% SKU reduction, pricing model overhaul, new optimal repack volumes, +12% GP margin - Process Improvement - Engaged multiple departments to implement a group wide business process library. Led new process/policy design for: * NPD => greater concept screening, pipeline visibility & more efficient launches * Purchase approval hierarchy => less rogue spend * Stock disposal * Monthly price updates * Import P2P * Shelf-life/date rules * Clearance stock - Logistics – On-boarded new door-to-door freight forwarder (7%/TEU import cost reduction) - Inventory - ABC analysis & Excel tools to optimise safety & align reorder points - Price/terms/service contract negotiation with key suppliers - Successfully sourced & launched new private label honey, Yellow Bee
Led WA's Purchasing division in a challenging, rapid growth environment - Leadership – Led 7-9 staff. Conducted monthly review/coaching sessions, delivered training, supported those in need & promoted high performers - Culture – Lifted Employee Engagement scores (60% 2017 to 85% 2019). Rebuilt a fractured team culture by establishing (with the team) a shared team vision, core values & ‘customer-first’ cultural imperatives - Demand Planning – 2017-20: 50% reduction in nil picks attributable to Purchasing; 4 point supplier DIFOT % increase; 55% reduction in wastage. - Inventory Management – Reduced ‘days turnover’ 13% 2018-2020 by focusing safety stock strategy on ‘six pillars’: shelf life, lead time, demand volatility, seasonality, promotions & logistics reliability - Supplier Management – Engaged top suppliers and rail 3PL's to optimise space utilisation, compress lead times & increase MLOR by aligning order cadence with production/rail services. ==> 35% reduction in shelf life wastage 2018-20 - Process Improvement – Reviewed existing process flows; eliminated redundancy; challenged the status quo; established WA process flow/SOP control system. Implemented a cross-functional, codified disposal process to capture root cause for continuous improvement - Stakeholder Engagement – Engaged National Marketing, WA Store Ops & WA Logistics monthly to gauge demand drivers & operational constraints likely to influence forecasting - Logistics (Inbound) – Helped deliver 30% freight cost saving by converting 15 suppliers (two TEU’s of freight per week) from rail to a consolidated coastal shipping service ex-Melbourne - National Purchasing KPI Project Lead 2017 & 2019 – engaged stakeholders nationally to re-engineer measures of purchasing performance & build a suite of management reports & tools - Supply Chain Tools – Improved efficiency with Excel automation tools: MOQ viability calculator, pipe-fill planner, wastage predictor & seasonal order planner.
Completed an extensive training program, culminating in the management of 4-5 stores across eastern Melbourne and the Mornington Peninsula. Responsibilities included: - Managing store resources effectively and monitoring staff training and development. - Training, motivating and developing Store Managers and Assistant Store Managers to achieve their full potential. - Generating annual KPI's, sales budgets, loss targets, productivity targets and payroll forecasts. - Preparing detailed monthly and quarterly reports in relation to sales, losses, store performance and personnel issues for submission to Store Operations Directors. - Managing communication from head office down to the store network. - Recruiting, promoting and terminating store staff. - Ensuring adherence in stores to all current internal and external legislative requirements and responsibilities (eg. Food Safety, Fire Safety & OHS compliance), including maintenance of adequate records. - Driving implementation of cultural change within two stores suffering from poor staff morale and a lack of leadership in store.
A voluntary position with a charity very close to my heart. I stepped in at short notice to fill the void left when the recently elected Treasurer was transferred to London at short notice. Leading Youth Forward (LYF) is a registered charity established in 2011 that connects over 90 at-risk Perth teenagers with mentors and positive experiences. Our program provides guidance to socially, emotionally, and financially underprivileged teens, carefully matching them with a mentor who offers one-on-one support to build confidence and nurture personal growth at a critical stage in their life. As Treasurer, I managed all finances and accounting for compliance with all relevant laws/regulations whilst ensuring sufficient funds were available for LYF to achieve its strategic objectives. LYF is entirely run by volunteers; we rely on the generosity of community grants and local donors, in addition to standard fundraising activities. Our organisation was inspired by Uni Camp for Kids Inc (UCFK), Perth’s oldest registered children’s charity run through the University of Western Australia. We offer an extension to the support and experiences that UCFK provides for disadvantaged children.
12 months after my MBA graduation, I was in need of a new challenge. - Sales Management – Managed key accounts. Led & motivated three staff to meet sales targets within budgeted marketing spend. Posted consecutive four-year highs for monthly new corporate sales (Jul/Aug 2015) worth ~$220k p/a in a tough market after re-engineering the sales process - Pipeline Management – CRM software only covered existing customers. Built Excel/ Outlook based lead pipeline including; Auto-response emails to web inquiries, equitable lead assignment & qualification criteria, follow up protocols, future prospect database, communication templates, financial incentives for cold conversions & cancellation saves - Key Account Management – Relationship building to maximise customer satisfaction & grow account value - Business Development – Active pursuit of corporate accounts through research, incentivising referrals, cold calling, leveraging networks & tender preparation. Grew hotel parking revenue from zero to $30k/month in six months - Market Analytics – Identified competitor & customer trends to develop pricing & promotions. - Consumer Promotions – Activation & planning of giveaways & on-site promotions. Subsequent campaign & database analysis. Collateral design (EDM’s, flyers, outdoor, signage) - Brand Management – Maintained integrity/consistency of all Wilson Group IP for all events/signage/collateral - Sponsorship Management – Redesigned sponsorship strategy to focus on NFP partnerships (Telethon, City to Surf, MS Society) & ‘premium’ brand associations (WA Ballet, Perth Fashion Festival) - Event Management – Delivery of professionally run entertainment events in car parks - Public Relations/Stakeholder Engagement – Issued media releases through PR agency. Managed negative consumer sentiment - Project Lead on roll out of new pay-by-phone app called 'epark'. Converted 30% of all day 'open air' parkers in Perth to the app within 2 months