I worked for Boral in the 90s and set up a business to recycle all of the products that the company manufactured. Concrete, clay and cement bricks, plasterboard and asphalt.

I believed that product stewardship would become an important issue for business and that it was better to learning how to make money recycling before it became mandatory.  

I developed a novel approach to quarry property development for Boral, which balanced operational, commercial and risk requirements with the physical constraints, political and community influences, planning policy and market opportunities for each property.

One transaction, for example, delivered a $1.5 billion end-use strategy for a 330ha quarry.

I developed the strategy to leverage a popular culture magazine company’s content onto the internet through a series of proprietary web sites and syndication, which resulted in its successful IPO in May 2000.

I was also involved in the strategy and implementation of one of Australia’s most awarded infotainment websites as voted by users.

I was instrumental in the proposed acquisition by venture capital of the manufacturing subsidiary of a well know Australian public company.

While we completed full due diligence and our offer was higher than our competitors, their offer had a tax advantage in the hands of the vendor.

I have since worked with a number of venture capital companies on acquisitions and post acquisition business improvements. 

Between 2003 and 2012, I developed a $160m industrial property portfolio across Australia for Southern Steel. 

The portfolio comprises over 110,000 square metres of industrial warehouse on over 40ha of land.

I maintain an ongoing brief to provide property investment opportunities in defined categories for a European based property syndicate. Properties with long term leases to blue-chip tenants have been identified and acquired on behalf of the syndicate. 

In 2008, my wife and I bought a historic property with a house that was originally built in 1859. While the stone structure was generally intact, a number of additional buildings had been added over time.

We demolished all of these legacy  additions and returned the house to as close to its original condition as possible while fully renovating the interior.  

I have consulted to a number of organisations on their data management requirements. The strategic review of a large private company’s legacy computer infrastructure, resulted in the development of a hub and spoke integrated data architecture. Further, I devised a mix of proprietary and commercial software that was centrally controlled.  A future upgrade to cloud computing was anticipated.

I advised a start-up manufacturing business in highway safety products, then a monopoly market, which in two years established its credentials with 30% market share. The addition of proprietary and patented products facilitated its sale six years later for seven times earnings.  

Acting as second-in-charge under the owner of Australia's largest independent steel distributor, I led strategy development and execution including numerous business acquisitions, business sales and the development of new facilities, new products and new processes. I was responsible for the provision of strategic, tactical and commercial leadership to the company’s 12 subsidiary General Managers who in-turn lead its 1,000 people. Within six years of my appointment, the company more than doubled sales with increased profitability

I led the transformation of a 60 year old manufacturing business that had lost it's way in the face of import competition. Following a significant structural and cultural transformation the business has turned around  to become the most profitable it has been in its 60 year history. 

Appointed to consolidate and lead the InfraBuild reinforcing businesses into a new division, InfraBuild Reinforcing & Construction Solutions, with divisional sales of $1.2 billion and 1,750 employees.

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Combined two separate businesses into one with two distinct brands which substantially reduced cost and improved customer focus.

Transformed siloed business units into a single highly effective leadership team, defined a clear vision, strategy and plan.

United the leadership team, replaced leadership where necessary; addressed capability and imported the required capabilities to deliver on business strategy and set performance within existing teams.