Experience

Mattingly

• Australia
• Business Consulting and Services
• 1 - 100 Employee

• Director - Strategy and Transformation

  • Sep 2019 - Present

  As the practice lead for Transformation and Solutions I am responsible for transformation, turnaround and developing executable commercial solutions for our clients. This includes partnering with large corporates on M&A evaluation, strategic transformation integration as well as advising clients on entry into new markets and working with clients on their COVID-19 management. Recently there have been a number of major environmental issues that I have assisted our clients on under privilege to minimising business disruption, publicity and cost. During the coronavirus disruption I am assisting our clients to consider how to manage their response to their bespoke challenges along with how to commercially maximise new legislation including incentive payments and negotiations with commercial landlords under the new Code of conduct for commercial tenancies. Show less



Orora

• United Kingdom
• Financial Services

• General Manager - Transformation and Turnaround; Petrie Remediation

  • Sep 2017 - Jul 2019

  Led the turnaround of the Petrie Mill Remediation the most complex and critical project in Orora’s history, as well as the largest private remediation project in Australia at the time. I was asked to take over the distressed project when significant cost overruns where discovered along with disputes with the buyer of the land and state government departments about the remediation strategy. Over a 20 month period I successfully negotiated new positions - leveraging commercial and legal strategy - with the purchaser of the land, local government and various state government departments and set up the project for a managing contractor to take over with certainty of costs going forward so that Orora could declare the cost to the market and its investors. I was responsible for Orora's response to finding PFAS onsite, both negotiating with the local council and state government on treatment options as well as working with suppliers to build the first water treatment plant that was licensed to discharge treated PFAS impacted water into the environment. Show less

• Deputy Transformation Officer - Corporate Transformation

  • Sep 2017 - Sep 2018

  Responsible for the review and transformation of Orora’s corporate functions across the global business. Led deep dive reviews to identify future state models and optimise functions internally partnering with the executive team to develop the strategy including implementation of a shared service function.

• General Manager - Procurement

  • Oct 2015 - Oct 2017

  Responsible for all Direct and Indirect Procurement within ANZ, including Orora's China sourcing desk as well as multiple global categories. Total spend under management of ~$1B, managing a team of 12.Led the function through a 2 year transformation building the team's engagement to the highest of any team across Orora globally, well ahead of benchmarks driving the elevating of the team from 4th quartile in 2nd quartile in ATKearney's assessment of Procurement Excellence. The team was recognised as top quartile in Organisational Alignment (engaging across the business) and Performance Management (delivery and tracking). Show less

• General Manager - Procurement Indirects

  • Mar 2014 - Oct 2015

  Development and execution of 3 year strategy for all indirect spend across Orora inclusive of all operations and engineering (MRO) spend and capital. Total annual spend of ~$500M.

• Transformation Manager – Recovered Paper

  • Sep 2013 - Mar 2014

  Led the business strategic review of recovered paper, Orora’s second largest and most complex category of spend. Orora had just completed the commissioning of a new $550M paper mill in Sydney which consolidated mills in Melbourne and Sydney into one site. The project reviewed the Total Cost of Ownership of the various grades of material supplied to the mill across more than 3,000 suppliers, resulting to a significant change in sourcing strategy requiring global management team buy in. This project delivered $22M in profit improvement through enhanced plant performance, termination of value-destructive commercial contracts, new quality controls and better buying practises Show less



Amcor

• Switzerland
• Packaging and Containers Manufacturing
• 700 & Above Employee

• Procurement Transformation Manager

  • Jul 2013 - Nov 2013

  To develop and implement a Project Management Office to manage all procurement projects. Then manage its integration into each of the business units to ensure that all procurement-related savings were flowing through to their P&L.Key Achievements• PMO process embedded in the procurement team with weekly attendance of the CFOs from each business unit• Significant increase in accountability of the procurement team including improved delivery of procurement projects on time and in full• Process resulted in the procurement team exceeding its half year stretch target Show less

• Transformation Manager – Information Technology & Telecoms

  • Feb 2012 - Jun 2013

  The IT Transformation Project was an 18 month program forming a critical part of Amcor Australasia’s strategic plan. I was responsible for the development and execution of the commercial and procurement strategies involved in reducing the $48M spend to $27M including negotiating out of a number of long term contracts.This project resulted in me being awarded CIPS Australian Young Procurement Professional of the Year.

• Procurement Manager - Indirects and Logistics

  • Nov 2009 - Feb 2012

  The role entailed category management of Amcor’s spend on international logistics ($13.5M), pallets, and couriers, along with a range of indirect spends including information technology ($42.2M), telecommunications, and travel. Previously Amcor had limited procurement focus in these categories, therefore the initial priorities were establishing relationships with multiple stakeholders and developing category plans to facilitate the delivery of aggressive savings targets.Key Achievements • Surpassed all targets in both FY09/10 and FY10/11.• Delivered savings of $4.11M for FY10/11 against a target of $2.9M.• Delivered savings of $3.86M towards FY11/12 against a target of $3.5M as at mid January.• Won Australasia award for the Pallet Recovery Program which delivered a saving of $1.14M and recovered 11,799 pieces of lost hire equipment.• Runner up in Global Procurement Awards for the supply chain review of Glass Sea Freight Imports/Exports which eliminated a major safety risk, reduced Carbon Emissions by 242T, and delivered a saving of $1.44M (24.1%).Major projects included: • Pallet Recovery Program ($1.14M), • Glass Sea Freight Imports/Exports to/from New Zealand ($1.44M), • Importation of Soda Ash ($338K), • Purchasing of Dividers ($400K), • Global Insurance Deal ($360K), • Sea freight Negotiation on imports from Bangkok ($258k), • IT Hardware ($330K), • SAP Maintenance ($200K), • Hire Car Tender ($258k), and • Telecommunication Expense Reduction ($628K). Show less



Royal Mail

• United Kingdom
• Freight and Package Transportation
• 700 & Above Employee

• Parcelforce Transformation Lead | Procurement Manager - Logistics

  • Nov 2006 - Apr 2008

  Part of a major transformation project within Royal Mail Group procurement, I was engaged to build relationships between Parcelforce and the Procurement Department, as well as deliver a number of key strategic initiatives including; • Developing and executing on a strategic partnership with TNT to build an international express post solution out of all Royal Mail Post Offices UK-wide – prior to this project this service did not exist • Designing and implementing a third party same day evening courier delivery network for Amazon.com, facilitating same day deliveries of Amazon orders across London and Birmingham at a reasonable charge. This allowed Royal Mail to enter a new market and grow income by $2M, and was the first service of its kind in the UK Show less



NHS Healthcare Purchasing Consortium

• Associate Director of Purchasing

  • Jun 2006 - Nov 2006

  Transformation project lead for Indirect Spend of over 70 hospitals to identify saving opportunities and set up the strategy for indirect procurement function. Transformation project lead for Indirect Spend of over 70 hospitals to identify saving opportunities and set up the strategy for indirect procurement function.



GM Holden

• Senior Buyer – International Logistics

  • Jun 2005 - Mar 2006

  The main objective of the role was leading, on behalf of Asia Pacific, the global sourcing strategy for General Motors’ international freight network, one of the world’s largest international logistical/forwarding operations. This network is worth more than $1.4 billon and involves 275,000 ocean container movements, as well as local transport networks and airfreight worldwide. The role also entailed category management of GM Holden’s International Logistics. The role included managing a direct report. Show less

• Senior Buyer – Domestic Inbound Logistics

  • Nov 2004 - May 2005

  Renew 8 expired contracts and then design a procurement strategy for each service. The role covered GM Holden’s entire domestic trucking network as well as the transportation of steel, containers, and sequenced part transportation (JIT) along with 3PL warehousing. Responsible for management of contracts worth a total of $102 million.

• Assistant Buyer - International & Domestic Vehicle

  • Jun 2004 - Nov 2004

  The role was an opportunity to work with GM Holden for 12 months as an In-Business Learning Year to support the Buyers within the Logistics Team. The key objectives were to introduce an accurate understanding of the logistics spend with suppliers and to establish contract and performance reviews.