Documente Academic
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Documente Cultură
Education
• Masters of Business Administration (University of Central Queensland, 1994)
• Graduate Diploma Business Marketing (Edith Cowan University, Perth W.A, 1988)
• Bachelor of Business – triple major in Administration, Human Resource Management
and Industrial Relations (Edith Cowan University, Perth, W.A,1985)
• Busselton Senior High School W.A, Completed Year 12, 1981
Professional Memberships
• Associate Fellow of the Australian Institute of Management (AFAIM ), 25 years
• Member of the Australian Institute of Company Directors (MAICD), 5 years
• Member Australian Computer Society (MACS), 6 years
Career Overview
I am an experienced senior manager with a strong record of achievement and extensive
experience over a number of years in general management, operational and project
management and organisational change implementation within major industries including
mining, transport/logistics/warehousing, manufacturing, construction, medical and
telecommunications sectors. The Career Summary section outlines my work history and a
list of my key projects achievements over the past twelve years is attached.
Competencies
General management, leadership and team skills
• I am a skilled, confident leader, motivator and team builder with extensive
experience in creating high performance teams of up to 50 personnel within
organisations. My skills have been developed through experience in the
management teams with complete responsibility for success through group
effort. I understand the dynamics of team participation and build high
performance teams. Proven mentoring/development/facilitating team and
individual skills development.
• I am an excellent turnaround strategist with proven track record in increasing
profitability, productivity and safety performance; with a customer, quality, safety
and profit focus.
• I have a proven track record in strategic planning and implementation to achieve
sustainable outcomes in a timely and diligent manner as demonstrated by in my
successful Senior Management Career and in my Consulting career.
• I have excellent training and coaching ability expertise in the design and delivery
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of problem definition and solution environments for engagement and team
performance.
Operational management
• I am a successful operations manager and have worked effectively in complex,
busy and highly unionised environments. My experience includes:
o Program and project management (within underperforming
businesses).
o Strategy development, review and implementation.
o Design, development and implementation of cost-effective operating
models.
o Organisational change and change management and implementation
within complex environments.
o Building and refining management operating systems.
o Personnel change programs, employee training and mentoring.
o Product/division profit improvement strategies.
o Preventative maintenance planning/ execution and resource planning.
o Proven business builder focused on increasing market share and
margins.
Project and time management skills
• I have proven ability to manage and deliver multiple projects in full on time.
• I am 100 per cent delivery focused, have driven projects and business units to
successful business outcomes on time, in budget and to the complete scope.
My recent work at Argyle Diamonds was awarded the highest commendation for
excellence by the CEO of Rio Tinto Diamonds.
• I am highly motivated and goal oriented with finely honed project management
skills. I re-wrote the learning materials and trained consultants at Maxx
Implementation in project delivery skills. I was recognised by the CEO for
outstanding contribution to staff development.
Change management skills
• I am highly skilled in process re-engineering and facilitation of organisational
change.
• Extensive experience in sustainable change management: assessment, strategy,
planning and implementation.
• I know the change management challenge, from identification of achievable
value during the initial business needs analysis through locking in benefits into
the solution design, to securing inclusive engagement and commitment to the
changes underpinning successful implementation.
Successful bottom line manager with business acumen. Problem solving and
analytical skills
• Excellent business analysis skills and experience demonstrated by my consistent
capacity to deliver efficiencies.
• I possess a combination of analytical and creative abilities together with action-
oriented pragmatism.
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Communication, negotiation, interpersonal and relationship management
skills
• I am an effective communicator both personally and as a coach for others, have
trained peers, staff and clients in communication skills.
• Excellent negotiation and conflict resolution skills demonstrated by successfully
negotiating industrially sensitive Enterprise Bargaining agreements and
significant reduction in supplier spend whilst maintaining quality and service
offerings with Pioneer Concrete and Quarries and Maxx Implementation.
• Strong business development and relationship management skills and
experience demonstrated by successfully winning significant new contracts.
Consulting skills, Presenting Analyst, Business Analyst
• I have a wide range of consulting skills having designed and delivered team
facilitation, training, problem definition and solution environments for
engagement and team performance. I am a confident user of consulting models
such as Management Operating Systems (MOS), Balanced Scorecard, process
improvement/ re-engineering, benchmarking among others. I understand the
dynamic between client, team-members and the consulting firm and have
consistently delivered outstanding results.
• I use gap analysis and risk management controls effectively. I particular, I have
used these techniques to best effect in identifying business improvement
opportunities and then successfully implementing changes to deliver these
improvements in a sustainable and realisable manner.
Career Summary
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• Conducted scoping and analysis of a number of projects and presented to senior
management of Qantas and Queensland Rail.
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• Reached agreement with AWU, FIME, TWU and MTU on four separate enterprise
agreements.
• Maintained Third Party NATA Quality Assurance Accreditation for Quarry and
Transport Division.
• Improved and enhanced staff training program, including customer service and sales
training.
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Project Management Roles
• Anglo Coal Australia Grass Tree Mine, 2006-07. Project increased production by
17 per cent. Team of 7.
• Anglo Coal Australia Moranbah North, 2006. Project increased production by 15 per
cent. Team of 10.
• Pasminco Century Mine Qld, 2001 - 2003. Delivered $5 million + profit increase per
annum. Team of 6.
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• Berri Limited Jan – Feb 2000 NSW, Due Diligence, Senior Analyst. Increased output
by 15 per cent.
• Pracom Victoria Sep 1999, Senior Consultant. Increased productivity by 12 per cent
per annum.
• Revesco Investments (Healthcare) WA, Jun 1999, Due Diligence, Senior Analyst.
Identified $2.5 million opportunities per annum.
• Hazel Bros. Earthmoving and Contracting Tas Feb 1999, Senior Analyst Due
Diligence. Identified $2 millon opportunities per annum.
• KR (Castlemaine) Darling Downs Bacon Qld Apr 1998, Senior Analyst, Due
Diligence. Identified $3 million opportunities per annum.
• Dairy Farmers NSW Operational Review April - August 1997 Senior Analyst.
Delivered $10 million + profit increase per annum.
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M.L. Chandchutha Chandratat
Managing Director
Thoresen Thai Agencies Plc, August 2009
"A significant part of the Thoresen Group's medium-term strategy is to ensure that our various
businesses are managed in a more professional, transparent, and profit-oriented manner. Our dry
bulk shipping business, which is our largest one, was selected to work on various business
improvement projects to achieve the above objective.
The global economic recession at the end of 2008 only highlighted the need for the Thoresen Group
to be a more commercially minded organization. In particular, demand for our dry bulk shipping
services fell dramatically as world trade declined. We simply did not have the
management tools and disciplines required at all levels to consistently utilize our capacity and other
resources most effectively.
Now that the Management Control System implementation project by Sydney Consulting has been
completed, I wish to formally say thank you for the successful work, completed at the end of July,
which was done with the dry bulk shipping business. The dry bulk shipping business is better
equipped with a well-thought out and communicated set of tools, which should enable managers to
plan and schedule vessel capacity utilization more accurately and to better control its use of
resources of all types across the whole operation.
In addition to the positive work done at the front end, forecasting and planning, significant work
was also accomplished at the hands-on, on-board level. A team of Sydney Consulting consultants
concentrated on designing and implementing control tools for on-board use and trained six vessels
before the project ended. While the work on forecasting and planning required a sophisticated
approach to the business, the on-board implementation required a design that matched the
conditions for use in that environment. The highly streamlined control elements exactly and
effectively matched the on-board environment.
The project, as we knew it would, presented a range of challenges. There were existing related
projects already running which required a collaborative approach by Sydney Consulting. A number
of key executive roles were unfilled during substantial portions of the project. There was definitely
resistance to an approach requiring a greater level of control and scrutiny within some areas of the
business. These challenges were effectively managed by Sydney Consulting and the executive team.
In fact, the Sydney Consulting team was unrelenting in its focus on meeting the needs of the
project.
Through the development and implementation of the MCS, Thoresen's dry bulk shipping business
has improved its capacity utilization, reduced fuel consumption, and increased effectiveness in
repairs and maintenance expenditures.
Finally, completion of the project with Sydney Consulting has afforded our executive and dry bulk
operating teams considerably more insight and control into our business; insight that without
Sydney Consulting's assistance would have taken considerably longer to attain, and likely without
the same level of consistency and completeness in implementation".
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