General Manager Logtek Inc.
LINPAC 1998 to 2008$2.0 bn. Plastic packaging and supply chain solutions group with 9,000 employees operating through four core divisions on five continents.
Group Customer Service Project Manager (2007 to 2008)
Led teams selected from functional areas of each division. Mission: (1) to optimize customer service worldwide by evaluating methods used in successful subsidiaries and identify/implement best practices in other business units; (2) Develop methods for standardizing high-level KPI's and install a reporting system for Group Board to identify trends, problem areas and corrective actions. Extensive interaction with IT to enhance systems. Heavy travel throughout Europe. Reported to Group CFO.
o Increased productivity through identifying and eliminating redundant processes. Used RACI (Responsible/Accountable/Consult/Inform) analysis to identify current practices. Changed existing methods where appropriate and standardized cross-divisionally, where possible, to implement best-practices. o Selected and implemented standard KPI's: Developed a reporting system which targets subsidiaries individually against standard KPI's which carried through consistently from operating unit to divisional and ultimately group- level.
Post-Acquisition Integration Team(s) Leader (Dec 2006 to Dec 2007)Following the acquisition of Allibert, a major French plastics manufacturer, by LINPAC led three separate teams in post-acquisition integration: (1) customer service; (2) sales & ops planning; (3) logistics, transport and warehousing. Very extensive travel throughout Europe, U.S. and Canada.
o Maximized efficiencies and capital: Resulting from the closure of several plants, combination of sales and service forces, and rationalization of product range.o ERP System Standardization: Participated in selection of IFS and transition of former Allibert locations to IFS from JDE and started work on introducing CRM system.o Enhanced communications and optimized processes by utilizing employee surveys and conducting meetings with company personnel.
Logistics & Supply Chain Charter Team Leader (2006)Led a multi-disciplinary international team of seven LINPAC employees and one consultant to address worldwide logistics and warehousing issues, including the identification of current costs, the evaluation of potential savings, and the development of plans to achieve them in 2006 and in the future. Implemented measurement systems to monitor the cost areas and ensure ongoing control.
o Achieved $10m savings in 2006 - equivalent to $20m on an ongoing annualized basis - mainly through outsourcing to third party carriers and closing redundant/overlapping facilities
General Manager Logtek Pty, Melbourne, Australia (2005)Led the tender process for the provision of management services for a rental pool of crates to Coles Myer, a food retailer transitioning from cardboard boxes to plastic crates. Was awarded the contract in February 2005 and spent ten months in Australia as general manager to finalize legal and commercial negotiations, establish a corporation, set up washplants at seven locations around Australia, and hire personnel.
o Awarded a contract on a cost plus basis, which was immediately profitable, generating profits of 12%.o LINPAC awarded contract to manufacture 4 million crates through Australian subsidiary.
General Manager Logtek Inc., U.S.A. and Canada (April 1998 to May 2008)Launched U.S. and Canadian subsidiary of this LINPAC company. Retained responsibility for this during the projects detailed above. Recognized the opportunity to own/rent/track the lobster industry's supply of crates and set up business from scratch. Logtek Inc. now controls a 65% market share of this industry in Canada and the Northeastern U.S.
o Generated 48% EBITDA in 2007 - 15% above budget