Responsible for providing commercial, strategic, financial, systems and project support to the Downer CFO, CEO, the Downer Supply Review Team, as well as Consultants and other Executives as required. Responsibilities include:
Managing the Downer New Zealand Fit4Business Programme, which is part of a five year Downer Group initiative. Downer New Zealand has been targeted to make $10 to $20m of sustainable savings for each of the five years from profit improvement and value added initiatives. The management of this programme includes:
- Reviewing the business and working with the operating units to identify cost saving and revenue enhancing initiatives.
- Writing or helping the operating units with Fit4Business business cases.
- Managing the initiatives to improve productivity, make Downer supplier of choice and ultimately increase the Company’s profit.
- Participation in the larger Downer Group (Australia) Fit4Business Team to help develop National initiatives and provide support and guidance to the other Downer Divisions located mainly within Australia.
Managing the Downer New Zealand Region (which includes the United Kingdom) budget, strategic planning and five year forecast process. This process includes:
- Researching and writing strategy plans for the CEO and CFO
- Managing Sector / Area / Head Office submissions against timetable
- Managing the Sector / Area / Head Office review process
- Consolidating agreed budgets and five year plans
- Drafting the New Zealand Region consolidated strategic business plans
- Liaison with the Australian Corporate Office regarding all aspects of the budget process and delivery.
Completing the Downer New Zealand Region Consolidated Dash Board Report (management accounts).
Implementation and project management of Supply Review Project proposals. This has included:
- Improved asset management, from the set-up of a framework and implementation of asset quarterly reviews in order to improve the utilisation and charging of assets; the removal or replacement of nonperforming assets; post CAPEX reviews; project-management of the restructure of decentralised plant management to regional plant management.
- Attending supplier meetings to discuss ways for them to reduce their charges to Downer. Evaluating and analysing supplier proposals and making recommendations based on proposal evaluation and analysis.
- Implemented the Fit4Business process in New Zealand including the setting up of templates and writing of presentations for both the New Zealand Executive and Operations. The New Zealand FY12 Fit4Business programme is expected to add $17m+ of savings.
- Setup 5 year forecast models by Sector, Region, entity and consolidation to review potential growth strategies, Capex requirements and debt structures. These models also form the basis for the financials in the five year strategy plan.
- Initiated and wrote business plan and Capex for the implementation of a GPS Fleet Productivity Project over the Downer Truck, Mobile Plant, Heavy Trailer and Light Commercial fleet. This included Executive presentations, product trials and pricing negotiations with various suppliers. The project was approved for the implementation of up to 4,300 GPS units and when completed should provide EBIT savings of between $5m and $10m per annum.
- Implemented and project managed the plant restructure from decentralised plant management to regionalised plant management. This also included the implementation of a plant booking system. CAPEX EBIT savings were conservatively estimated at $3.8m per annum and $7.5m was achieved in the first year excluding a one off profit of $2.4m from the sales of underutilised plant and trucks.
- Identified up to $8.0m of savings / increased net revenues from the asset quarterly review process. This was made up of a combination of cost-savings, improved utilisation, increased pricing from assets not recovering their costs or return on investment, asset disposals and the identification and reduction of CAPEX leakage.
- Reduced the cost of leased cars and light commercials by $1.0m with the potential of an additional $1.0m of savings. The actual savings were from a combination supplier negotiation, cost-saving measures from vehicle selection and cultural changes within the Downer Works division. The additional savings were from the combining of the Downer Works and Downer Engineering fleets to give improved economies of scale and improved FBT management.