• Delivering business and functional transformation through global strategic sourcing & category management, effective negotiation skills training, M&A synergy strategy, reduced total cost of ownership processes, de-risking supply chains, and embedding procurement capability.

• Separately providing clients with effective negotiation skills training (1-3 days) & coaching support during contract negotiations.

• Candidate for Non-Executive Director position(s) having completed INSEAD's Executive Board program (Nov 2024).

• Situation: IMG is a family-owned multinational company comprising Selenis (copolyester resins) and Evertis (polyester films) for food and, now, medical packaging, traditionally focussed on Europe & Latin America.
• Task: Deliver sustainable growth through new market penetration, talent attraction, & professional organisational development (from the Kitchen Table to the Board Room).
• Actions: Led the opportunity evaluation & strategy development for an innovative entry into the demanding compliance requirements of the “Healthcare” (Rigid Medical Packaging) market.
• Launched Selenis’ pilot Intern Program, with Sorbonne University Masters’ candidates.
• Results: Decision to commercially execute the Business Unit Evercare™ in Mexico & Europe, delivering returns in excess of the approved Business Financial Case in year 1.
• The intern program with Selenis was expanded to include Evertis in year 2.

• Situation: Directed full spectrum US$1.3b strategic category management across the entire Asia Pacific region covering 43 plants in 10 countries & 6 business units.
• Task: Amcor’s Asia-Pacific business had out-grown it’s centre-led procurement model, in addition, the pending acquisition of Bemis provided USD $200m increased spend, additional complexity, unknown talent & more production plants to align and incorporate in the functionalised structure.
• Actions: Interviewed all procurement and supply chain co-workers to understand their skill set, career aspirations and value delivery before designing & executing a head-count neutral functionalised and integrated business team comprising a total of 37 pax across 43 plants in 10 countries.
• Hosted a regional co-located bootcamp with the entire team, established functional expectations, provided capability build training, while establishing a trust & aspirational focussed culture.
• Results: 10-15% (above target) Total Cost Reduction

• Situation: Amcor had never globally coordinated category or supplier strategies - e.g. What Asia did was independent (& unleveraged) in Nth America, Sth America or EMEA.
• Task: Appointed Amcor’s first ever Senior Global Category Director, as a pilot, to deliver optimised value for the US$750m category spend for all 4 Business Groups across Asia-Pacific, Americas and EMEA regions.
• Actions: Rendered strategic global category review; Hosted (first ever) global co-location with Category Managers from the 4 geographies & an analyst; Global RFX program; In-person supplier negotiations at each of Amcor’s regional HQs; Awarded leveraged business to preferred strategic suppliers – all while keeping stakeholders updated and aligned via monthly global steerco calls.
• Results: 4.7% savings Impacted within 2 years – 1 year ahead of schedule for this pilot. The Global Category Lead model now expanded and embedded globally across Amcor’s 5 major spend categories.

• Situation: The Asia-Pacific business had not historically addressed Indirect spend, no Delegation of Authority compliance which was an uncontrolled situation with governance risk.
• Task: Create a burning platform; Reign in Indirect spend to Governance compliance; Eliminate “Ghost” spend
• Actions: Recruited and empowered a team of 3 Category Procurement Managers and 1 Analyst to oversee US$200m Indirect spend and US$100m CapEx for the Asia-Pacific region.
• “i2016” campaign launched to raise awareness across the region of latent cost improvement without the disruptive impact that changing raw material suppliers has operationally. Monthly stakeholder updates.
• Results: Through focus & “turning the rocks” successfully delivered 6% savings, including 30%+ from Ghost Spend, cashflow +25 days, while standardising Indirect categorisation for ongoing management.
• Won the Global Procure Plus Peer Award Winner: “Most Effective Negotiator” (Individual), 2017

• Situation: Amcor committed to embed standardised Procurement practices and training within the function as well as across the business stakeholders – operations, sales and management.
• Task: For Asia-Pacific, manage and communicate the Procurement savings pipeline while training cross- functional teams on hard & soft skills related to the strategic sourcing process.
• Action: Project managed all Procurement campaigns across the region by forming cross-functional campaign teams, co-locations and gate-stage reviews. Monthly steercos produced & hosted for executive management.
• Results: Aligned campaigns on-track outperformed savings targets of 3-5% with working capital improvement (avg +20 days). Stakeholders informed & leveraged to remove roadblocks.
• Delivered procurement capability build and embedded process standardisation.

• Situation: Category team management for Liquids, and Commodities, with a $600m spend across Asia Pacific
• Task: Headed 4 Category Procurement Managers and 1 Analyst in targeted campaigns within business units.
• Action: Led the strategic conversion of Amcor’s ink usage from toluene-based (hormone mimicry) to toluene free across Southeast Asia, China and India
• Results: Significantly improved SH&E for our co-workers while leading an Asia-Pacific industrial practices revolution to also move away from toluene, establishing Amcor as a regional market leader.
• Won CEO Procure Plus Outperformance Awards with Ink campaigns: 2014 (Thailand) & 2016 (Australia).

Procurement Excellence Director Jul 2010 – Jun 2013
General Manager Procurement, Direct Materials Apr 2010 – Jun 2010
• Led the Central Procurement team of 14 and SRM team of 7 in executing the strategic procurement for direct materials totalling AUD$1billion towards supporting the growth of Australasian business divisions.
• Spearheaded the rollout of Procure Plus campaign initiatives across the Business Group to generate greater value, while working with McKinsey Group. Sole representative for Amcor Australasia.
• Trained and accredited as an "Effective Negotiation Skills" (ENS) trainer: part of a 4 person cross-functional team that delivered the ENS program across Amcor Australasia's key commercial personnel. Over 100 trained over a 2 year period from senior management to individual contributors, including sales, finance, operations and procurement functions.

P&L Responsibility - including Sales & Operations for New Zealand's products and markets with a privileged position supplying New Zealand's key industries: food, beverage, dairy, and the pulp & paper.

Prior roles with Orica:
Business Manager, Industrial Chemicals (P&L, incl Ops & Sales)
Business Manager, Surface Coatings, Personal Care & Mining (P&L, incl Ops & Sales)
Product Marketing Manager, Surface Coatings ANZ
Key Account Manager, Surface Coatings & Mining, NSW