Profile
Throughout my career in Transport & Logistics I have managed multiple depots across several facets including, Road, Rail and FMCG. Described as dynamic and innovative, I have designed and implemented complete 3PL solutions for businesses in both the mining and civil infrastructure sectors spanning regional boundaries. In addition I have simultaneously created value through the implementation of the Lean Six Sigma methodology, in particular end-to-end value/cost stream mapping.
Education & Professional Memberships
GRIFFITH UNIVERSITY – BACHELOR BUSINESS MANAGEMENT
GPA – 5.42/7.00
Double Major Marketing & Communication
I am advised this is equivalent to a high 2.1 or a 1st in the UK
THE KNOWLEDGE ACADEMY – LEAN SIX SIGMA
– Green Belt Certification
I am currently completing the Black Belt certification – Expected December 2015
THE KNOWLEDGE ACADEMY – PRINCE2
Prince2 – Foundation
I am currently awaiting the results of the Practitioner Exam – Expected December 2015
THE CHARTERED INSTITUTE OF LOGISTICS AND TRANSPORT
Chartered Member
Key Skills & Abilities
Leadership Business Process Improvement
Strategic Planning Staff Development
Relationship Management Financial Management
Data Analysis Lean Management
Experience Summary
GENERAL MANAGER – AFM ASSETS PTY LTD & RABRE CORP PTY LTD
2010 – 2015
Reporting directly to the CEO this role had four direct reports with an additional 100 indirect reports including Permanent Contractors. I was responsible for leadership and setting strategic direction for the company. Key responsibilities included financial performance, achieving revenue growth, contract management, key account management and identifying new business opportunities.
Major Achievements & Responsibilities – AFM Assets
• Successful acquisition and integration of a logistics business based in the Mackay Region.
• Purchase of 1500m2 warehouse in Yatala, QLD.
• Oversaw all Capital Equipment purchases.
• Joint Management of the company Share Portfolio.
Major Achievements & Responsibilities – RABRE Corp
• Directly responsible for the movement of approx. 200tonnes per day of JIT Freight across the Australian East Coast ranging from 3 kilo to 10,000 kilo (Both in-gauge and out of gauge) with a DIFOT of 98.5%.
• Management of 11 depots across the country.
• Provided strong leadership to the management team to capitalize on the success the business was experiencing. This was achieved through the provision of additional training and instilling an attitude throughout the business that there was “always something more you can do”.
• Implementation of Lean Six Sigma Methodology Culture and Methodology across the business.
• Responsible for the management of all divisions across the business (Maintenance, Finance, Administration, Operations and Marketing).
• Managed and implemented an aggressive cost reduction plan of $200k p.a. through restructuring the supply chain.
• Increased the net revenue by 20% to $5M between 2010/2011 – 2014/15 with additional business generated through the development of key relationships in mining and civil infrastructure.
• Increased EBIT by 10% by restructuring delivery time frames and realigning our core business to areas of growth in North Queensland.
• Preparation of all Business Tenders.
• Removal of Debtor Finance Facility.
• Reduction of company debt by $800k.
• Implementation of an Integrated Management System for Operations, Administration and OH&S.
• Established Local/National 3PL Solution for RPG Australia.
PROJECT MANAGER – TOLL QRX (RAIL DIVISION)
2008 – 2010
Major Achievements:
Branch Level Activity Based Costing System.
• Provided daily branch P&L.
• Automated all branch KPI’s
• Provided senior management with a daily dashboard highlighting areas of strength & weakness.
Direct Operations Projects.
• Restructure of Mackay depot staffing requirements with Regional Manager reducing costs by approximately $250k p.a.
• Restructure of Coke delivery route/schedule to Central QLD Mines reducing operating costs by approximately $40k p.a.
• Restructure of Terminal Services (Mackay) with Regional Manager reducing operating costs approximately $200k p.a. utilizing thePrince2 Framework.
• Financial/Environmental analysis of all branch lighting requirements, expected to reduce lighting costs by approximately 60% and reduce carbon emissions by more than 1000 tonnes per annum.
• Three months managing and analyzing costs of FCL/LCL and Refrigeration Operation in Cairns. During this time operational costs dropped approximately 10% through end-to-end value stream mapping.
• Stationed in Cairns throughout 2009 cyclone disaster relief (Tropical Cyclone Charlotte) to ensure delivery of freight to Coles/Woolworths.
BRISBANE TRANSPORT MANAGER – ONESTEEL RECYCLING
2007 – 2008
Major Achievements:
• Restructured Fleet requirements with State Transport Manager reducing transport costs across the State by approximately $1.2 million p.a.
• Implementation of bin placement guidelines limiting the geographic area of bin placements and minimum tonnage required to place bins. This improved turnaround times and productivity by removing unviable aspects of our service operation.
• Improved operating efficiency by approximately 25% by rerouting/re-stationing vehicles across the fleet.
• Forecasting collection requirements by filtering previous collection requirements in conjunction with reorganizing driver runs reduced response to service times from 72 hours to 24.
Key Responsibilitie:s
• Managed Brisbane Metropolitan/QLD Country fleet comprising of 28 vehicles that transported approx. 1,500 tonnes of scrap steel a day.
• Responsible for transporting steel from 200 customers and 5 depots located throughout South East Queensland, reporting to State Transport Manager
• Direct reports 14 drivers and 20 sub-contractors.
• Part of a four man team that coordinated a fleet of up to 35 vehicles running 24 hours for 3-5 days to transport between 10-20k tonnes of scrap steel from our processing facility to Hamilton wharf, Brisbane for export to China. This occurred approximately every 6 weeks.
Major Projects – Redeveloped Transport Administration System.
• Creation of central administration system to replace existing process. This created registries for driver training/performance and personal details.
• Creation of a vehicle registry used to plan preventive maintenance on all vehicles and trailers.
• Creation of subcontractor registry for assessment of performance, insurance and vehicles.
• Creation of a bin tracking register that gave a geographical breakdown of where we were gain/losing business and why to determine where our problem areas where and what was required to correct them.
TRAINEE MANAGER – LINFOX AUSTRALIA
2006 – 2007
Key Responsibilities:
• Responsible for planning dispatch requirement for between 90-120 FMCG loads a day.
• Indirect reports 30 drivers and subcontractors.
• Coordinating load patterns to ensure full utilization of the dispatch fleet.
• Scheduled drivers, negotiated rates and routes with carriers.
• Tracking, reporting and forecasting fleet movements and turnaround times, reported to Queensland Contract Manager.
Direct Operations Projects.
• Increased forecasting range from 1 to 7 days based on historical warehouse load patterns.
• Assisted with the implementation of an electronic whiteboard that delivered fleet movements, load delivery times and dispatch activity to the customer in real time. This also includes providing onsite training to all users of the software.
References
Available on request
