Shane Mitchell

Work History

Work History
Sep 2008 - Dec 2008

Project Manager

Transport Specialties Ltd

fixed term contract

  • Transport Specialties Ltd, TSL, import a wide range of heavy transport equipment for OEM trailer builders and repairs. TSL is part of the Gough Group of companies.
  • The Project is focussed on a number of key areas effecting the delivery in full, on time and on spec performance of the business.
  • TSL turnover $40 million per annum
  • Total staff 40+


  • Review and re-engineer all processes  around DIFOTIS.
  • Review and create new employment structure within warehousing and workshop staff.
  • Provide leadership during National Manager Absence (17 Sept. - 1st Dec 08).
  • Develop and implement measurement processes and reporting.
  • Review Warranty process and re-engineer where necessary.


Project is at 7th week and has completed 75% of targeted reviews and implemented agreed changes. Employment structure has been completed and presented to senior management for approval. Reporting tools have been developed for two critical areas and are in the process of being implemented.

Mar 2008 - Aug 2008

Primary Warehouse Manger

Frucor Beverages
  • Frucor Beverages is New Zealand's leading energy and fruit juice FMCG enterprise and is a wholly owned subsidiary of Danone, a French company
  • The primary warehouse, Frucor Logistics, manages the receipt of goods from manufacture and bulk distribution to local and international Frucor distribution points.
  • Frucor Logistics is a 24/7 operation.
  • Turnover $250 million + per annum
  • Total staff 13 with 3 direct reports - 3 x team leaders


  • Review shift structure and implement recommendations within project time line, including recruitment.
  • Review and re-engineer processes where necessary.
  • Design and implement planning and review tools.
  • Implement performance management and review process.
  • Implement best practice Health and Safety processes.
  • Daily management of bulk distribution including Exports.
  • Re-establish relationships between internal and external stakeholders.
2001 - 2007

General Manager

CSP Group

CSP Group is a trading entity of Fletcher Steel Ltd which in turn is a wholly owned subsidiary of Fletcher Building Ltd.

CSP Group comprises

  • CSP Galvanizing -  a specialist in hot dip galvanising and surface coating of steel structures and manufacturing items
  • CSP EvoTech - a green fields Industrial Research and Development Company and
  • Pacific Wire Technology- a business which was transferred from Pacific Steel and is currently being merged with CSP EvoTech

Turnover $8 - 10 million per annum

Total staff 60+ with 5 direct reports : Business Unit Manager x 2, Export Sales manager, Senior Technologist and Administration Manager


  • Design and implement strategic plan for the New Zealand Business
  • Establish business structure and co-ordinate the infrastructure and people resources to support the structure
  • Align the operational strategy with agreed outcomes
  • Refine and re-engineer business to meet changing circumstances
  • Project manage all capital expenditure
  • Develop and market new products within a global context
  • Negotiate the collective employment agreement
  • Exceed environmental compliance expectations and manage the employee health & safety policy nationally


  • Increased the value and profitability of the business by improving operational processes and productivity by >100%
  • Implemented a raw material purchasing strategy which resulted in >40% in raw material costs
  • Initiated technology development processes including world leading additive resulting in a substantial reduction in raw material usage
  • Developed a green field Industrial Research and Development Business
  • Re-engineered order to cash process to become more customer centric
  • Reduced annual Lost Time Injuries (LTI's) from 10 to less than one
2000 - 2001

Business Development Manager

CSP Galvanizing


  • Joint responsibility for establishing strategic direction and financial targets and delivery of them
  • Performance management of operations and sales managers
  • Measure and respond to KPI's
  • Develop and maintain internal and external customer relationships
  • Mentoring and development of potential within direct reports
  • Responsible for Health and Safety of employees nationally
  • Environmental best practice and compliance within each plant


  • Identified customer needs and worked to put new systems in place to ensure these educated the workforce and other stakeholders.  Simplified the process.



Glenfield College

Basic Bookkeeping

Auckland University Business School
  • Strategic planning
  • Communication and presentation

Verbal Referees:

  • Available on request

Career Summary

Transport Specialties ltd

Sept. - Dec. 2008

Project Manager

Frucor Beverages ltd

March - July 2008

Primary Warehouse Manager - fixed term

CSP Group

1998 - 2007

General Manager

2001 - 2007

Business Development Manager

2000 - 2001

Sales and Administration Manager (Co Branch Manager)

1998 - 2000

Paper Reclaim Limited

1995 - 1998

Officycle and Securicycle Manager

Motor Holdings Agricultural

1994 - 1995

Product and Service Manager, RED STAR and ZETOR tractors

Genesis Communications

1993 - 1994

Sales Manager

The Tile Corner Ltd

1992 - 1993

Managing Director

Professional Memberships

  • Chairmen -Te Puru Sports & Community Trust - A Manukau City Owned Organisation.
  • Ex. Chairman Australasian Industrial Research Group - New Zealand Chapter
  • Ex. Member Beacon Pathway IP Committee
  • Ex. Chairman Fletcher Building Technology Forum


  • Reading
  • Fishing
  • Vintage Motorcycles


Highly experienced General Manager with the ability to achieve positive business outcomes for all stakeholders.

Skills Summary

  • Strategic Planning: Develops and communicates a clear picture of where the business is going and how to get there.
  • General Management: Effectively uses the organisation's financial information, ensures effective resource utilisation and monitors organisational performance against key indicators
  • Leadership: Able to influence the attitudes and opinions of others and have a very positive impact on business results.
  • People Development: Recognises, develops and leverages the individual skills and talents of others.
  • Coaching: Successfully combines the formal feedback process with specific and ongoing coaching.
  • Business Acumen:  Shows a strong understanding of national and domestic market conditions and trends. Maximises opportunities and establishes competitive advantage.
  • Relationship Building:  Gains the trust an credibility of others, keeps promises and always follows through.

Additional Training

Marcus Evans

  • Winning at Product Innovation

Fletcher Steel:

  • Training initiative including Leadership Toolkit modules

David Forman

  • Sales Seminar

Phoenix Seminar

  • Psychology of Success

Automotive Engineering (Heavy Equipment)

  • Trade Certification