Director Project Management

• Apr 2021 - Present

Director

• Sep 2020 - Present

Director: Global Project Management Office

• Nov 2018 - Jun 2020

In this role, I successfully set up and grew a PMO enabling the global manufacturing and supply chain function to optimise project delivery. Establish a fit for purpose PMO that can develop and improve project management maturity across the Global Manufacturing & Supply networkEstablish standards for project, programme and portfolio managementDevelop the project management skills and capabilities of project & programme managers.➜ The Results• Designed project portfolio lifecycle management process• Implemented strategic portfolio dashboard and project portfolio management tool• Established effective PMO organisation structure• Designed and delivered effective introductory-level project and change management training seminars• Efficiently managed limited resources• Promoted best practice• Disseminated technical information aligned to specific audiences

Programme Manager

• Jun 2016 - Jul 2018

Successful delivery of the programme of strategic and operational projects. Contribute to the development of ‘Best Practice’ project management methodology & tools.➜ The Results• Delivered 100% of programme objectives• Recovery, through effective project management, of a £27m GBP strategic investment in a new sterile manufacturing facility. • Influenced key decisions• People management• Implemented key metrics and performance reporting tools Successful delivery of the programme of strategic and operational projects. Contribute to the development of ‘Best Practice’ project management methodology & tools.➜ The Results• Delivered 100% of programme objectives• Recovery, through effective project management, of a £27m GBP strategic investment in a new sterile manufacturing facility. • Influenced key decisions• People management• Implemented key metrics and performance reporting tools

Programme & Transformation Senior Executive

• Nov 2006 - Jun 2016

As an independent consultant I successfully led the design & delivery of transformative interventions at major blue-chip organisations across multiple sectors that impacted positively on operating models and / or performance.➜ The Results: Life Sciences• Personally accountable for delivery of 3-year $60m AUD programme across Asia-Pacific region• Facilitated customer/client learning seminars receiving 97% satisfaction across >400 customers➜ The Results: Fast Moving Consumer Goods• Spearheaded business turnaround at multiple sites, using Lean thinking & management operating system to deliver a 10% reduction for ‘cost of goods’ for major business delivering $10m AUD in bottom line savings• Drove transformation within flagship business unit to hit or exceed budget for 12 consecutive weeks• Recovered and delivered capital projects• Full project management cycle of new product introduction inclusive of development, artwork design, marketing and production • Standardised programme/project management tools➜ The Results: Financial Services• Led the turnaround of a new insurance product implementation and took the product to market.• Worked with vendor to create and implement new, lean, process to leverage new insurance product• Drove the improvements in life insurance application and assessment processes. Delivering a 10% improvement in turn-around-time• Led the integration of 4 acquisitions• Introduced Lean into retail banking division➜ The Results: Transportation & Logistics• Led the relocation of the 'Garment on Hanger' business.• Improved operational performance for the Linehaul & PUD units

Manufacturing Superintendent

• Nov 2005 - Nov 2006

Senior operational management role Scope Steel. Responsible for building a high performing, cross functional, team including; product and process technologist, maintenance strategists and reliability technicians as well as 40 indirect reports.Over the 12 months I was there we were able to improve Operational Equipment Effectiveness (OEE) by 30% utilising Lean tools and Management System methodology. Senior operational management role Scope Steel. Responsible for building a high performing, cross functional, team including; product and process technologist, maintenance strategists and reliability technicians as well as 40 indirect reports.Over the 12 months I was there we were able to improve Operational Equipment Effectiveness (OEE) by 30% utilising Lean tools and Management System methodology.

Manufacturing Manager

• Jun 2004 - Feb 2005

Senior leadership role as Manufacturning Manager at Mayne Pharma. Responsibility for a large team of 300 indirect reports and a budget of over $100 million.I was a member of the OH&S Committee, Quality Council, and Senior Management Team.While in this role I implemneted a Continuous Improvement team aimed at conducting Root Cause Analysis to eliminate the occurrence of Non Conformances to ensure regulatory compliance. Senior leadership role as Manufacturning Manager at Mayne Pharma. Responsibility for a large team of 300 indirect reports and a budget of over $100 million.I was a member of the OH&S Committee, Quality Council, and Senior Management Team.While in this role I implemneted a Continuous Improvement team aimed at conducting Root Cause Analysis to eliminate the occurrence of Non Conformances to ensure regulatory compliance.

Project Improvement & Transformation Executive

• Aug 1999 - Sep 2004

Led the design & delivery of transformative interventions at major blue-chip organisations across multiple sectors, as an independent consultant, that impacted positively on operating models and performance. Led the design & delivery of transformative interventions at major blue-chip organisations across multiple sectors, as an independent consultant, that impacted positively on operating models and performance.

Production Shift Manager

• Sep 1998 - Nov 1999

Production Facilitator

• Dec 1997 - Sep 1998

Development Chemist

• Nov 1996 - Dec 1997