Summary
Overview
Work History
Education
Skills
Timeline
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Anthony Ward

Orange,Australia

Summary

Seasoned Commercial Manager with extensive experience at GB AUTO, recognised for strategic thinking and effective contract negotiation. Led initiatives that converted underperforming regions into profitable units, resulting in significant revenue and bottom line growth. Dedicated to staff development and continuous improvement, promoting a collaborative and integrity-driven business culture.

Overview

19
19
years of professional experience

Work History

Commercial Manager

GB AUTO
Orange, NSW
02.2024 - Current
  • Support business unit managers in commercial decision-making to drive overall business success.
  • Manage comprehensive portfolio of contracts throughout business.
  • Established partnership with Komatsu, generating annual revenue surpassing 2MIO through labour hire and parts supply
  • Advised Regional Manager in New England on strategies to align parts margin with market.
  • Introduced the concept of Cash Flow Story as a financial tool for Regional Managers.
  • Assumed role of Regional Manager for Sydney for four months amid recruitment for new manager. We recruited from within.
  • Spearheaded and oversaw creation of CY25 Operational Master Plan.
  • Implemented and oversee STIP across business operations.

Program Manager - Operations

GB AUTO
Orange, NSW
02.2023 - Current
  • Assisted General Manager/director with operational leadership initiatives: including, Senior leadership team framework, reporting structure and review of key metrics, coaching regioanl managers on P&L reporting and strategic thinking for their region.
  • Supported and guided the Directors into articulating the business purpose and guiding principles.
  • Facilitated HR team in developing behavior standards for employee performance, goal setting and performance reviews.
  • Established comprehensive 5-year roadmap for business focused on strategic growth initiatives and identified growth opportunities.
  • Implemented Operational Master Plan for the SLT and regional managers that helped them align their goals.
  • Continued to support the implementation of our ERP.
  • Initiated and developed structure for new business unit – GBP – an importing arm focusing on emerging technologies and core specialised consumables (Rare Earth magnets, Insulated ladder bars etc).
  • Facilitated business development of new technology-based arm to supply, install, and service emerging technologies.
  • Acted as interim Regional Manager for Goulburn Business to evaluate viability and analyse operations; subsequently advised closure of business due to unprofitability and lack of sustainability.
  • Coached and guided the underperforming areas of the business to be more profitable.
  • Greatest achievement was turning around the Hunter region from a loss to the second most profitable business unit in 12 months.

Regional Manager - Orange

GB AUTO
Orange, NSW
06.2021 - Current
  • Accountable for leading and managing the Orange Region.
  • Evaluated Orange region operations and initiated strategies to enhance bottom line outcomes.
  • Ensured operations were delivered in a safe, and cost-effective manner.
  • Enhanced toolbox talks emphasizing safety and accountability
  • Redefined existing norms in stock management, team dynamics, and clarified roles and responsibilities.
  • Successfully initiated a work visa program for African tradesman, which increased revenue, reduced overheads and helped us maintain supply to key clients.
  • I was part of the team to assess and recommend a new ERP system, and supported the implementation of NETSUITE system.
  • Grew the revenue base by 12% (1 MIO) while slightly increasing net profit percentage.
  • Initiated weekly cash review meetings and developed a KPI dashboard based on weekly results.

Operations Manager

Almighty Industries
Orange, NSW
01.2020 - 06.2021
  • Selected for newly established role to enhance business growth and develop systems and processes facilitating expansion
  • Restructured operations to navigate challenges posed by covid, transitioning from strategic initiatives to daily management tasks including scheduling, stock control, and staff oversight.
  • Pinpointed and addressed various improvement areas, including staffing, workspace constraints, and parts management.
  • Set up a structure for weekly KPI development and visual standards for the progress of manufacturing.
  • Identified space constraints and built more workspace using LEAN principles.
  • Facilitated installation of CnC folder and shed extension to enhance equipment support.
  • Initiated the consolidation of the stores and management of parts, looking at new store management system and storeperson.
  • Evaluated workflows and work methods, concentrating on batch management instead of bespoke builds.
  • Reason for leaving: Approached by GB Auto.

Operations Manager – Dry and Treats

Real Pet Food Company
Dubbo, NSW
05.2018 - 01.2020
  • Company Overview: The Real Pet Food Company is the second largest pet food business in Australia, second only to MARS in volume. It has three divisions in Australia: Dry and Treats, Ambient, and Chilled and Fresh. It also has businesses in the UK, Europe, the US and Asia.
  • I was invited into the business in February 2018, starting my role in May 2018.
  • The core role was to support the developing dry and treat petfood business, and manage the Dubbo operation (200 staff).
  • The evolving structure changed. I spent most of my time developing a strategic plan for the dry and treats business, encompassing acquisitions, factory consolidation and internal capital spend to meet demand.
  • With senior business team, I spearheaded a 5 year capital development plan for the Dubbo operation that was 100 MIO over 5 years to increase capacity, as well as intoduce innovation products.
  • Streamlined the treats business, supporting the acquisition of a treats company and merging two manufacturing facilities into one.
  • Led the Dubbo business, among other tihings reducing LTI's from 1 per month to 0 in twelve wonths. This led to a high level of engagement by operators and staff, and redefined the working culture within the business.
  • With senior business team, spearheaded a 5 year capital development plan for the Dubbo operation that was 100MIO over 5 years. This was to increase capacity, as well as intoduce innovation products.
  • Streamlined treats business, supporting the acquisition of a treats company and merging two manufacturing facilities into one.

General Manager – Operations

MSM Milling
Manildra, NSW
01.2014 - 05.2018
  • Company Overview: MSM Milling is a private company that is a canola seed crushing and refining business. It had, at the time of my employment, an annual turnover of + $100Mio. They process over 110K ton of seed per annum, producing protein meal and approx. 50K ton of RBD Canola Oil.
  • I was invited back to MSM to change the status quo, to develop a sustainable high-performance culture, drive efficiency into the business as well as cost and waste out.
  • Established and enhanced reporting frameworks fostering continuous improvement and accountability among team members.
  • Established performance-based bonus system to enhance productivity and recognize success.
  • Incorporated behaviors as core business practices, employing them in performance evaluation process.
  • Spearheaded discussions with team leaders to formulate essential team norms, behaviors, and values guiding overall performance
  • Evaluated and formulated strategies to strengthen performance, amplify engagement of team members, and curtail turnover.
  • Secured highest operational performance in crushing during my tenure, elevating throughput from 94K tons to 110K PA.
  • The Feedmill was commissioned and set made operational.

Production Manager - Dry

Nestle Purina Pet Care – Oceania
Blayney, NSW
01.2011 - 01.2014
  • Company Overview: Nestle Purina – Blayney is one of the largest manufacturing facilities for Purina outside of the US. It houses one of only three petcare centre sites worldwide, and produces over 140K Tons of retail packaged dry and wet petfood.
  • My Role was production manager - Dry. This included managing production staff and key support staff, production planning, warehousing (not distribution centres) and being on the senior management team.
  • During my time there I was able to reduce scrap waste by 60%, by overseeing and implementing a stabilised waste rework system.
  • Introduced line efficiencies for manufacturing that increased extrusion and packing by significant percentages year on year.
  • Reduced labor headcount through shift roster optimization and operator multiskilling.
    Achieved headcount reduction via natural attrition strategies.
    Developed innovative shift schedules to enhance workforce efficiency.
  • I was the lead in the negotiation team with the site EBA negotiations.
  • I Initiated a moisture study that led to savings of over 1Mio in 12 months by engaging the Technical Manager to increase protein limits and allowing more moisture in the finished product.
  • Reason for leaving: Twofold, MSM offered a position that was challenging and rewarding and Nestle were wanting me to move without much consultation for career development.

Operations Manager

MSM Milling
Manildra, NSW
01.2006 - 01.2011
  • I initially started with the business as a project manager for the greenfield site.
  • I was the primary manager for the electrical control system implementation, as well as generally supporting the build.
  • We went from a greenfield site to initial production in less than 12 months ($18 Million spend). Was in full production within 15 months.
  • Role included: Sourcing and training staff, Developing different systems from production to logistics and exporting, through to HR systems and evaluations, Developing budgets for both capital and operational running of plant.
  • HR management of all staff (approx. 30 full time, including administration and exports).
  • Evaluate plant performance and development of systems to build reliability into the plant.
  • In charge of most day to day operations as well strategic planning for future growth.
  • Managed all projects both engineering and systems development.

Education

MBA - strategic planning and development, HR and current leadership philosophies

CSU
01.2016

Rive Reine - Ensuring supply, R&D & Technology Management

Switzerland
Switzerland
01.2012

Bachelor of Business - Accounting and Business Management

01.1994

TAFE - Electrical trades and Industrial Technology

NSW
01.1990

Skills

  • Team leadership and collaboration
  • Strategic thinking
  • Business alignment and goal setting
  • Commercial business acumen
  • HR behavior management expertise
  • Commitment to staff development
  • Facilitative management approach
  • Integrity and honesty in business
  • Effective problem solving
  • Proficient in: MS office suite, ERP, Xero

Timeline

Commercial Manager

GB AUTO
02.2024 - Current

Program Manager - Operations

GB AUTO
02.2023 - Current

Regional Manager - Orange

GB AUTO
06.2021 - Current

Operations Manager

Almighty Industries
01.2020 - 06.2021

Operations Manager – Dry and Treats

Real Pet Food Company
05.2018 - 01.2020

General Manager – Operations

MSM Milling
01.2014 - 05.2018

Production Manager - Dry

Nestle Purina Pet Care – Oceania
01.2011 - 01.2014

Operations Manager

MSM Milling
01.2006 - 01.2011

MBA - strategic planning and development, HR and current leadership philosophies

CSU

Rive Reine - Ensuring supply, R&D & Technology Management

Switzerland

Bachelor of Business - Accounting and Business Management

TAFE - Electrical trades and Industrial Technology

NSW

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