Experience

Hidrive

• Australia
• Automotive
• 1 - 100 Employee

• National Service Manager

  • May 2021 - Present

• Production Manager

  • 2018 - May 2021



Fleetwood Recreational Vehicles

• Australia
• Motor Vehicle Manufacturing
• 1 - 100 Employee

• Production Coordinator

  • 2016 - 2018

  As Production Coordinator I report to the Production Manager, and was responsible for 25-30 production staff. Key to the position is being able to meet a demanding production schedule within an ever-changing environment. As Production Coordinator I report to the Production Manager, and was responsible for 25-30 production staff. Key to the position is being able to meet a demanding production schedule within an ever-changing environment.



Park Motor Body Builders

• Workshop Manager

  • 2014 - 2015

  As Workshop Manager I reported to the General Manager, and was responsible for 35 to 40 production staff. Key to the position was ensuring targets where met in relation to quality, cost and time. Lean principle implementation was also pivotal to the position. As Workshop Manager I reported to the General Manager, and was responsible for 35 to 40 production staff. Key to the position was ensuring targets where met in relation to quality, cost and time. Lean principle implementation was also pivotal to the position.



TMC Trailers Ltd

• New Zealand
• Automotive
• 1 - 100 Employee

• Operations Manager

  • 2002 - 2014

  I started at TMC Trailers as CAD Draughtsmen; in June 2004 I was promoted to Production Controller, and in October 2006 I was again promoted to Operations Manager. As Operations Manager I reported to the Managing Director, and was responsible for operational aspects of purchasing, design and 15 to 20 production staff. Key to the position was to bring cohesion and unified customer focus to these departments. I started at TMC Trailers as CAD Draughtsmen; in June 2004 I was promoted to Production Controller, and in October 2006 I was again promoted to Operations Manager. As Operations Manager I reported to the Managing Director, and was responsible for operational aspects of purchasing, design and 15 to 20 production staff. Key to the position was to bring cohesion and unified customer focus to these departments.



Safety Transport Mirrors

• Project Engineer

  • 1999 - 2001

  As Project Engineer I reported to the Engineering Manager, and was responsible for project management of the designs, tool and die making, assembly line layout and work instructions to the relevant quality standards. As well as problem solving, cost savings and working in an ISO 9001 and QS9000 environment. As Project Engineer I reported to the Engineering Manager, and was responsible for project management of the designs, tool and die making, assembly line layout and work instructions to the relevant quality standards. As well as problem solving, cost savings and working in an ISO 9001 and QS9000 environment.



Petrel Engineering

• 1 - 100 Employee

• Drawing Office Manager

  • 1995 - 1999

  I started at Petrel Engineering as a Design Technician; in June 1998 I was promoted to Drawing Office Manager. As Drawing Office Manager I reported to the Managing Director, and was responsible for 4 Design Technicians and to ensure all projects were completed on time while ensuring a high level of quality as well as maintaining an ISO 9001 environment. I was responsible to plan, prioritise and motivate the team to achieve their design goals. I started at Petrel Engineering as a Design Technician; in June 1998 I was promoted to Drawing Office Manager. As Drawing Office Manager I reported to the Managing Director, and was responsible for 4 Design Technicians and to ensure all projects were completed on time while ensuring a high level of quality as well as maintaining an ISO 9001 environment. I was responsible to plan, prioritise and motivate the team to achieve their design goals.