Keri McPherson_______________________________________________________________

Hamilton, New Zealand keri.mcpherson1@gmail.com 02102762141

ProfileSeasoned Executive/Operational/Manufacturing Manager with a background in Operational, Food manufacturing and Change management implementation for multi sites, in assembly and disassembly processes. I have a broad range of management experience and successful execution in Lean and 6 Sigma methodologies, developing and implementing world’s best practices in manufacturing, transforming engineering departments, managing off shore contract processing (China), procurement, technical installations of processing equipment, sales and operational planning, operational accounting, full P&L responsibility and multiple geographical site management. Working as an Operations/Manufacturing Consultant, using past experience, knowledge and successes to enable Organisations with specific strategies, cost out or develop improvement proposals to help execute sustainable change.

Key Skills Leadership & Strategic Management – Focused on setting a simple clear

vision, leading change with an open participative style and fostering a performance orientated culture.

Interpersonal Relationships – Actively listening and finding a common purpose to build strong and lasting, internal and external relationships.

People Management – Able to work with diverse multi cultural groups in multiple locations, fostering teamwork, empowering a can do attitude and developing talent.

Financial Management – Full control of P&L, creating and justifying budgets, forecasting financial performance accurately and monitoring regularly against plans and stretch goals.

Managerial – Increasing productivity and efficiency to achieve goals by managing individuals and teams, fostering a sense of ownership in employees, delegating responsibility and regular performance reviews on key performance indicators.

Create and innovate – Fostering an environment of creativity and innovation by following simple well-defined systems and processes.

Continuous Improvement – Unlocking and enabling a team(s) inside manufacturing/logistics/engineering departments by educating, training, mentoring and submerging them in real life implementation of Lean and 6 Sigma through controlled DMAIC Projects or Kaizen events to drive out waste, reduce cost and improve efficiencies.

Consultancy/External Stakeholder – Reviewing manufacturing/operational environments, assessing and identifying significant cost out or improvement opportunities that enable an organisation to execute significant and sustainable change.

Compliance - Extensive knowledge and attention to detail meeting business compliance through health and safety, quality, environmental, legislative and customer requirements.

Personal – I am a disciplined business manger with a hands on, can do approach and a positive outlook on business and life. I am goal and process orientated and maintains the attention to the detail needed in all facets of the business. I keep my finger on the pulse of the business by walking the process, equipment and talking to the people daily to gauge the development and growth towards the business strategies.

Education

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2012 Diploma of Business being assessed in Queensland through the Recognition of Prior Learning. Completion of year 2 and 3 of a Bachelor in Business will commence in 2015 till completion (part time study while working)

2003 Internal Project leader with Proudfoot Consultancy2001 Graduate Certificate in Applied Science (Fisheries) at Maritime College in Tasmania1993-1995 Certificate in Management NZIM

Professional Development

2009 Senior Executive Strategic Financial Program, Australia, Mt Elizabeth2008 Developing and Implementing Sustainable Strategy, Conferenz, Auckland2008 Emission Trading and Policy Conference, Conferenz, Auckland2008 Business Climate Change Seminar, Conferenz, Auckland2008 Improve Profitability – Managing Key Relationships, Harvard Ass Consultants, Auckland2007 Lean Training – Executive and Champion, Delivered to Sealord Executive2004 Lean Manufacturing Execution, Marcus Evans Consultants, Auckland2004 Project Management, Executive Programmes, Auckland University2003 Strategic Leadership Conference, Taupo

Career Summary

Date Company Position Reason for leavingSept – Dec 2011 Fifeshire Ltd

contracted to Fonterra NZ Logistics

Operational/Logistics consultant

Project completed

April – Dec 2010 Fifeshire Ltd contracted to Quality Foods Southland

Operational Manufacturing consultant

Projects completed

Dec 2008 – Dec 2009 Fifeshire Ltd contracted to Griffins Ltd (FMCG)

Operational Manufacturing consultant

Projects completed

June 1990 – Oct 2008 Sealord Group Ltd 2006 - 2008 Sealord Group Ltd General Manager of

Processing (4 sites)Looking for life-work balance

2004 - 2006 Sealord Group Ltd Processing Manager Internal Promotion2002 - 2004 Sealord Group Ltd Nelson Site

Manufacturing Manager

Internal Promotion

2001 - 2002 Sealord Group Ltd Nelson Manufacturing Manager

Internal Promotion

1996 – 2001 Sealord Group Ltd Dunedin Manufacturing Manager

Internal Promotion

1992 - 1995 Sealord Group Ltd Dunedin Line Supervisor

Internal Promotion

Career High-level Highlights – (all outcomes were in strict compliance of the businesses requirements to meet its commercial, legislative, customer, stakeholder and share holder obligations)

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Date and Company Category Description OutcomesSept – Dec 2011Fifeshire Ltd – Consultant for:Fonterra New Zealand Logistics

Significant turn around project in the logistic department. Keep manufacturing operational 24/7

Increase daily moves off site in 12 weeks

Project completed in 8 weeks. Increased movements daily by 1496 metric ton per day

April – Dec 2010Fifeshire Ltd – Consultant for:Quality Foods Southland

Introduce Lean manufacturing tools for operational and support functions

Train, mentor, coach, monitor and implemented tools from the QCDS lean program

Visual tools completed and in use for operations, support functions and score for compliance was at 85%.

Dec 2008 – Dec 2009Fifeshire Ltd – Consultant for:Griffins Ltd (FMCG)

Site manufacturing management overview for 4 months.

Managing a FMCG site with 300 million annual sales and 400 staff

Handed over to new manager with a cost out initiative completed - annual savings of $950 000

Head count reduction Assess and manage a head count reduction of 43 FTE

Project completed -annual savings of $1 470 000

Line efficiency improvement

Increase line 1 performance to increase days of forward cover from 0 to 10 day holding

Completed 12 week project by increasing OEE from 41% to 60%, reduce waste from 28% to 18% and plant service level of 95%.

2006 – 2008GM ProcessingSealord Group Ltd

Executive team (3 years)

Participated with executive team on strategic and holistic focus of organisation

Developed strategic skills, increased financial knowledge from EBIT for processing group to EBITDA for all business functions

Executive member attending Board meetings

Accountable to write and manage financial data on all processing functions - present to the Board of Directors

Attended board meetings every 6 weeks for 2 years

Design and champion a Lean Journey program

Source a Master Black Belt, introduce training from Executive to staff and start journey

Training completed, 4 black belts and 4 green belts started lean and 6 Sigma programs through Kaizen projects.

Date and Company Category Description OutcomesReengineer a manufacturing line

Start conversion from a theoretical model to

Reduced floor space by 50%, increased

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under lean and 6 sigma methodologies

a living and live line improvement through lean and 6 sigma tools

productivity by 100%, reduced line supervision by 1 and quality improved to a quantified 98% RFT, with a final full year fiscal benefit of $2 600 000

2004 – 2006Processing ManagerSealord Group Ltd

Redesign a production line for peak production

Convert line to include mechanical filleting of fish in line

Delivered project to schedule, achieved mechanical filleting first on land with a annual benefit of $1 600 000

2002 – 2004Nelson Factory Manager Sealord Group Ltd

Assembly/Disassembly line review

Assess ability to complete output volumes with one shift and half the FTE

Line was reduced to 1 shift in 6 weeks, a reduction of 65 FTE, with the same volume produced from 2 shifts with no redundancies or personal grievances and annual cost savings of $1 600 000

2002 – 2004Nelson Factory Manager Sealord Group Ltd

Site contract negotiations

Full autonomy to settle site contract with Service and Food Workers union for 370 staff

CPI was 3.5%, union asked for 1 year 7% and final settlement took 4 days with 2 years at 2.5% year on year.

2001Dunedin Wet fish ManagerSealord Group Ltd

External training at Maritime college in Tasmania, Australia

Graduate Diploma in Applied Science (Fisheries) 3 months

Achieved Graduate Certificate in Applied Science (Fisheries) with distinction.

1996 - 2001Dunedin Wet fish ManagerSealord Group Ltd

Fix, sell or close the business unit

Turn around business model from processing frozen fish to fresh fish manufacturing.

SWOT analysis, set targets and goals, then completed supervisor and staff, education, training and mentoring on best practice for Safety, quality, delivery and cost. In 2001 business was recognized as BP and stayed open

Professional Experience:

Feb 2013 – Dec 2014 Mulgowie Farming Company

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Mulgowie Farming Company is the largest producer of Green beans and Yellow corn in 3 strategic latitudinal locations in Australia, employing over 150-200 people seasonally per location.

Feb 2013 - Operations Manager (Laidley Site – South East Queensland)

Operational Accountability Manage 2200 Ha of crop through to the MFC supply chain into the South East Queensland

manufacturing facility, working to WQA, fresh care, ACO and controlled through Mulgowie’s Business Management Systems & quality systems.

Crop management includes beans, corn (organic, yellow, Bi-colour & baby corn), capsicums, celery, pumpkin, broccoli & carrots.

Manage all, resourcing, planning, scheduling crop delivery to S&OP, grower relationships (23 growers), planting, agronomy, mechanical/hand harvest, maintenance for sheds and fleet, inventory, manufacturing, 165Ha remote site farm & dispatch.

Manage and set KPI’s for continuous improvement for site against Mulgowie’s farmhouse strategy.

September 2011 – December 2011 Fonterra – New Zealand Logistics (Fifeshire Ltd - Operations Consultant)

Fonterra is the world’s leading exporter of dairy products. Whareroa (South Taranaki) is the world’s largest dairy ingredients manufacturing site, operating 24 hours, 365 days a year, employing 1000 staff, has the capacity to process 22% of Fonterra’s milk solids or 13.6 million liters of milk per day and exports to the world 3,300 metric tones daily in peak.

Operational Accountability Day to day operational management of New Zealand Logistics for the Lower North Island Management of Whareroa’s capacity and movement strategies by rail and truck

1. Cool 50 staff– Cheese and Butter (1000 metric tones produced daily and delivered into stores)

2. Dry 35 staff – powder (1100 metric tones produced daily and delivered into stores) Management and reduction strategies of capacity holdings for Cool and Dry Align Operational flows with demand, coordinate a cohesive plan with scheduling and

administration to optimise volume at the best cost per metric tone off the Whareroa site.

Objectives

Establish/Optimise operational base output capabilities, labor, machine and loading times Assess volumes required to move off site and establish sustainable processes to obtain/exceed

this gap and optimization review for dry store capacity footprint. Assess frontline management capability and align to future demands Design and implement base output improvement tools and visual metrics for logistic teams

Outcomes Completion of base line output current capability for dry and cool stores (base metric ton volume off

site was 5 days a week at a total of 9210 mt and a manufacturing input into stores at 7 days a week of 14350 mt)

o Dry store movement of 1130 mt a day at 5650 mt moved off site every 5 dayso Cool store movement of 712 mt a day at 3560 mt moved off site every 5 dayso Review of labor, machine and loading times completed and plan approved and

implemented to increase output volumes off site. Output tools and metrics completed and deviation log, visual metrics at workplace and Daily

management schedule meeting with escalation process aligned to team lead daily management schedule meeting.

Planned and successfully executed to increase volume moved off site

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o Dry store volume increased in week 3 from 1130 mt daily to 1746 (55% point increase), equating to 8730 mt against an operational output of 7350 mt produced over 7 days. Capacity was reduced from 135% to 90% (45% point reduction) by week 9 of starting project.

o Cool store volume increase in week 3 from 712 mt daily to 1152 mt (62% point increase) and week 6 from 1152 mt daily to 1592 mt (38% point increase, a total increase of 124% points), equating to 7960 mt against an operational output of 7000 mt produced over 7 days. Capacity was reduced from 105% to 95% (10% point decrease) by week 9 of starting project.

Floor plan review to increase dry storage (extra 10 000 pallet or an increase of 14000 mt in store and a increase of an extra 52% in storage capacity) completed and submitted for implementation.

April 2010 – December 2010 Quality Foods Southland Ltd (Fifeshire Ltd - Operations Consultant)

QFS New Zealand, the country’s leading manufacturer of butter based bakery products and sauces and the largest exporter of butter pastry in New Zealand.

Operational Accountability Two shift pastry manufacturing Two shift white sauce manufacturing One shift Croissant manufacturing Direct reports of 9 Manage Health and safety, Quality, Food Compliance and Environmental Compliance

Other functional accountabilities Lean project team Engineering team Procurement team Sales and Operational Planning team

Objectives Management of day to day site operations of 80 staff with 5 lines with 2 lines working 2 shifts of 20

hours 5 days a week Review and align operational manufacturing to QFS strategic growth strategy Use Brown Paper mapping methodology to provide visual clarity and build effective processes and

information flow to enhance the supply chain Assess frontline management capability and align to future growth demands Assess and deliver lean implementation across manufacturing

Outcomes Full recommendation presented to align manufacturing to QFS strategic growth plan. This plan was

a timed benefit contribution to allow new initiatives at a neutral cost to the business.o New engineering manager to move towards succession planning and reengineering the

current structure to meet the needs of the business, unlocking institutional knowledge, developing and implementing Total Productive Maintenance

o Increasing onsite storage capacity by 100% to meet future demand and legislative compliance issues.

o Rearrange input deliveries to the manufacturing lines to enhance uptime and keep front line managers focused on staff movement, management and line efficiencies through the continuous improvement lean model.

o Restructure procurement function to transcend to a holistic supply chain methodology and improve the cross-functional skill set across the manufacturing business.

Project review of the supply chain was in motion and was to be completed in February 2011. Frontline management review was completed, systems and processes were in place to educate,

train, coach and mentor improvements needed to meet QFS strategic growth plans.

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The Lean program was being rolled out from critical to non critical functions and started as a pilot on the pastry line and supporting functions, systems and processes were in place, training was completed, tools were being used daily by the frontline management and their teams, with good engagement and commitment.

2008 – 2009 Griffins Ltd (FMCG) (Fifeshire Ltd -13 Months Operations Consultants Role)

Griffins (biscuits) are located in Auckland at its Papakura Site, it has been in business since 1864 and is one of New Zealand’s largest branded FMCG companies.

November 2009 – December 2009 Supply Chain Site review (arrival to leaving the Site)

Objectives Use Brown Paper mapping methodology to provide visual clarity of processes and information flow. This process would provide clarity on meeting the following:

o Improved IRAo Improved stock rotationo Stream lined paper transactionso Clarity and accountability for transactionso Improved accuracy and confidence in site reportingo Reporting that is less onerous and time consumingo Identify cost out initiatives/opportunitieso Improved inventory management e.g. cycle counting, stock holds etc

Outcomes Completed AS IS processes and information flows Drafted Opportunity log Recommended 3 step changes that will increase conformance and adherence to Griffins objectives

o Introduce a Warehouse management system to the inwards good stores. This would allow better disciplined processes and create transparency of inventory movement with in receiving, distributing to manufacturing and returning all unused components after each manufacturing order.

o Introduction of a Warehouse management system would allow a reconfigure of labor and role changes, along with current data entry positions to help take the administration function from the line Team leaders, this would allow Team leaders to minimize administration load from up to 30% to less than 5% and use the freed up time, to focus on their core role of providing leadership, engagement, process control and improvement.

o Take out extra administration steps, minimise broken process by assessing current data base entry in manufacturing vs. separate duplicated data entry into SAP. This would also eliminate discrepancies for financial accuracy and greater integrity of data collected for later analysis.

September 2009 – November 2009 Line 4 (Chocolate Biscuits) Impact Manager

Objectives Develop a leadership strategy for Team Leaders to own, engage and align their staff. Deliver specific measurable targets for efficiency, waste and service levels Deliver specific tools and Standard operating procedures

Outcomes Alignment of the Leadership strategy was implemented with good engagement from all 3 shifts

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Specific measures were being obtained till week 4. At the week 6 stage, the project was put on hold due significant changes inside the production area. Because of these changes, this project has been shelved till further notice

May 2009 – August 2009 Line 1 (Sweet Biscuits) & 6 (Crackers) Impact Manager

Objectives Develop a leadership strategy for Team Leaders to own and engage and align their staff. Deliver specific measurable targets for efficiency, waste and service levels Deliver specific tools and Standard operating procedures

Outcomes Line 1 was completed with improvements in Efficiency, from 41% to 60% an increase of 19%

points, reduction in waste from 28% to 18% a reduction of 10% points and reaching a plant service level of 95%.

Line 6 improvements for 8 weeks were, Efficiency from 49% to 55% an increase of 6% points, reduction in waste from 13% to 7% a reduction of 6% points and reaching a plant service level of 95%. However on Line 6, it was realised early into the project that there would need to be some capital intervention to reach the 12 week stretch targets, this was scoped and implementation occurred after the close out of the project.

April 2009 – May 2009 Head Reduction Project

Objectives Deliver opportunities identified in the business proposal for a reduction in head count by 43 FTE’s,

with out affecting loss in efficiency, safety, quality, compliance and staff moral.

Outcomes Completion and verification of 25 FTE reductions at the end of the project date, with a full year

benefit of 875k. A further 17 FTE’s were identified, but were not followed through, as another restructured was

occurring. However, a sunset report was submitted identifying how and where this could be achieved in the future to realise a full year benefit of another 595k. This was agreed and signed off by Site manager that this would be achievable in future

Dec 2008 – March 2009 Griffins Site Manager Acting (Biscuits)

Key Roles and objectives Management of day to day site operations of 350 staff, 6 lines with 70% of these lines 24 hours a

day 6 days a week. Manage Health and safety, Quality, Compliance, Engineering and Site Accountancy departments. Focus and deliver to 90 day plans set by Griffins Acting Supply Chain and Operations Director Assess Front line management structure and recommend fit and best way forward to meet Griffins

strategic needs. Assess labor requirement needs Identify cost out initiatives

Outcomes Created a stable state for handover to the new site manager, through aligning staff on goals and

objectives Griffins required. Reestablished a focus on culture and everyone’s obligations around Safety, Quality, Compliance and Performance.

Restructured front line management from 20 to 14 with 6 new roles (trainee frontline managers) align with a grow talent within, methodology. Achieved a full year benefit of 800k.

Presented a proposal to reduce labor by 43 FTE’s Reduced a layer of line management in the manufacturing area with a full year benefit of 150k

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1990 – 2008 Sealord Group Ltd (Global Seafood business)

Sealord Group Limited, based in New Zealand, is a global seafood business working in 15 countries, employing over 1000 people.

2006 - 2008 GM Processing (3 years Executive team member and 2 years reporting to the Board of Directors)

Operational Accountability Sealord Vickerman St – Fresh Seafood Manufacturing

Two shift Wet fish processing facility with 250 – 450 staff (3mnth peak operation) Two Shift Retail processing facility with 70-100 staff One Kirimi Food service processing facility with 75 - 100 staff (3mnth peak operation) One squid processing facility with 25 staff Numerous cottage industry processes with 22-50 staff One cleaning shift with 30 staff Indirect staff numbering 70 Direct reports of 7

Sealord Offshore process Contract processing facility with 350-400 staff Direct reports of 1

Other functional accountabilities Lean and 6 Sigma project team Factory Manager China Operational Manager Procurement team Sales and Operational Planning team Operational accounting team – including accounts payable

Scope of Key indicators Raw material volume input – 41 000 tons annually Raw material volume output – 22 000 tons annually Labour cost – $25m annually Packaging and Ingredients costs – $10m annually Direct Overheads – $10m annually Indirect Overheads – $7m annually Utilities costs – $3.5m annually

Achievements Designed a change management program to meet the 3 year Strategic plan by

developing a business case that outlined the scope of the journey, the time line, methodology, resources, training budget and communication strategy; and selecting an external consultant to guide key staff to take ongoing ownership.The change management program and 3 year time scale was accepted by the senior team and announced by the CEO. All major milestones have been achieved or in progress.

Reengineered a manufacturing line to a cellular process in 3 weeks by using lean and six sigma tool sets. A line was selected that would be quick to transform and be transparent to change agents who would use this as a base of learning to implement change in future. This reduced the operational floor space by 50%, increased productivity by 100%, reduced one supervisor headcount, and improved quality to a quantifiable 98% right first time. These designs allowed closer visual contact for all staff in the process and allowed them to problem solve issues

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before the line needed to be stopped. The final forecasted fiscal benefit for 2008 was $2.6m.

Reviewed the procurement function and assessed its capabilities against the organisations 3 year Strategic plan. Engaged an external expert to assess and recommend gaps and strategies going forward, and bench marked against similar and world’s best businesses, resulting in a need for a structural change being identified, a strategy paper being approved, a collaborative framework developed, and a 3 stage implementation program initiated.

Implemented the first stage in the procurement program by reorganising the structure, people, systems, processes, communication strategy, governance; adopting a Total Cost of Ownership model (TCO), transparent key performance indicators, robust supplier relationship management principles; developing models for commodity pricing and cycles and a collaborative supplier model. After completion of stage one, 20 senior and middle managers were briefed on actions to date and an overview on stage two.

2004 - 2006 Processing Manager

Operational Accountability Sealord Vickerman St - Fresh Seafood Manufacturing

Two shift Wet fish processing facility with 250 – 450 staff (3mnth peak operation) Two Shift Retail processing facility with 70-100 staff One Kirimi Food service processing facility with 75 - 100 staff (3mnth peak operation) Numerous cottage industry processes with 22-50 staff One cleaning shift with 30 staff Indirect staff numbering 70 Direct reports of 7

Sealord Shellfish Two shift Half Shell processing facility with 200 – 340 staff (9mnth peak operation) One Abalone processing facility with 15 staff One Shellfish marinated meat processing facility with 22 staff One cleaning shift with 15 staff Indirect staff numbering 22 Direct reports of 1

Sealord Dunedin Two shift Wet fish processing facility with 100-175 staff (3mnth peak operation) One Squid processing facility with 22 staff (3mnth peak operation) Numerous cottage industry processes with 22-50 staff One cleaning shift with 5 staff Indirect staff numbering 10 Direct reports of 1

Sealord Offshore process Contract processing facility with 350-400 staff Direct reports of 1

Other functional accountabilities Factory Manager China Operational Manager Sales and Operational Planning team Engineering Manager

Scope of Key indicators Raw material volume input – 67 000 tons annually

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Raw material volume output – 33 000 tons annually Labor cost – $40m annually Packaging and Ingredients costs – $17m annually Direct Overheads – $17m annually Indirect Overheads – $12m annually Utilities costs – $5.5m annually

Achievements Redesigned a manufacturing process for peak seasonal production within 6

months of conception, to be compliant to good manufacturing standards, within a $3m budget and commissioned to go live at the start of the season. This was achieved by a collaborative team with many stakeholders involved. The line design was developed from concept to a business plan, to board approval. The project was on time, to budget and overall return on investment was achieved in the two year time frame. The board noted the success of the project with a benefit of $1.6million annual savings.

Evaluated the Shellfish manufacturing business against the 3 year Strategic plan, by comparing three years of performance and assessing leadership against the organisations core values.

i. The first project was operational leadership, requiring a realignment of the manufacturing structure, which was completed within 5 days, taking out a layer of the frontline team.

ii. There were 6 redundancies and no personal grievances. iii. A new factory manager with strong and aligned values was

appointediv. Staff survey completed at the start of the process.

After 6 months of the change occurring the staff survey indicated frontline management were leading from the front, morale had improved, relationships were stronger and staff felt they were being heard. Operational productivity improved by 5% and annual cost savings of $.35m were achieved in frontline management.

2002 - 2004 Nelson Factory Manager

Operational Accountability Sealord Vickerman St - Fresh Seafood Manufacturing

Two shift Wet fish processing facility with 250 – 450 staff (3mnth peak operation) Two Shift Retail processing facility with 70-100 staff Numerous cottage industry processes with 22 staff One cleaning shift with 15 staff Indirect staff numbering 35 Direct reports of 9

Other functional accountabilities Engineering Compliance

Scope of Key indicators Raw material volume input – 25 000 tons annually Raw material volume output – 15 000 tons annually Labour cost – $17m annually

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Packaging and Ingredients costs – $8.5m annually Direct Overheads – $5m annually Indirect Overheads – $3m annually Utilities costs – $3.2m annually

Achievements Initiated the integration of two shifts of 65 people each into one shift of 65 people

producing the same volume by designing a plan to ensure the continuity of product during change, identifying staff skills and relocation options, developing a communication plan and consulting with staff and their union representatives. The outcome was a swift consultative process with Sealord stakeholders, staff affected and the union which lead to a complete closure of one operation within 6 weeks. The goal of no redundancies was achieved, product was delivered on time and a joint press release issued by the union and company on what was regarded a successful process. The annual benefit achieved was $1.6m.

Managed operations and cultural backgrounds in a challenging environment by institutionalising good systems and completing a SWOT analysis process to meet staffs needs, desires and aspirations. This process was framed around clarity on responsibilities, clear facts and guidelines, timing, feedback and expected actions. The key processes implemented were: communicating a clear vision, leadership, Health and Safety training, awareness and personal responsibility, training and communication plan. A road show to staff was given with a core message “You are valued by us, so we must invest time to train and educate you, we need to allow you a say and we must allow you to be stretched and have an opportunity to grow in our organisation.” Key areas improved within one year were: a 1% reduction in absenteeism, 6 different manufacturing lines improving productivity by 10-15%, teams delivered on goals as the vision was clear and being communicated effectively.

2001 - 2002 Nelson Wet Fish Manager - Fresh Seafood Manufacturing1996 - 2001 Dunedin Wet Fish Plant Manager - Fresh Seafood Manufacturing1992 - 1995 Dunedin Line Supervisor - Fresh Seafood Manufacturing

Personal Information

Interests Softball, Martial Arts, Reading and Learning New Concepts

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