Summary
Overview
Work History
Education
Skills
Skills Experience Summary
Board Membership Community Service
Personal Professional Development
Executive Summary
Hobbies and Interests
Timeline
Generic
Barry Cosier

Barry Cosier

Southport

Summary

EXECUTIVE SUMMARY

Results-driven business leader prepared for role with robust history of steering companies toward success and fostering culture of excellence. Known for collaborative leadership approach that aligns teams with organizational objectives and drives performance. Adept at navigating complex challenges, fostering innovation, and ensuring adaptability to evolving market conditions, with focus on strategic planning and operational excellence.

Overview

35
35
years of professional experience

Work History

Co-CEO

Soft Plastic Stewardship Australia
07.2024 - Current
  • Achieved company growth by implementing strategic plans and streamlining operations.
  • Pioneered corporate social responsibility initiatives, significantly impacting community development and sustainability.
  • Managed partnerships and strategic business relationships by negotiating contract terms and handling conflicts.
  • Developed key operational initiatives to drive and maintain substantial business growth.
  • Enhanced brand reputation with effective marketing campaigns and public relations efforts.
  • Fostered strong relationships with industry partners to expand business opportunities.

National Business Development Manager

Rico Trading
07.2015 - Current
  • In July 2015 I accepted a transfer to the parent company to lead the development of the Tendering Department to transform it into a strategic Business Development business unit
  • Responsibilities include
  • Developing a corporate culture focussed on long term customer partnerships
  • Introducing a regional strategic planning and customer development process incorporating:
  • Customer identification and segmentation
  • Customer needs analysis
  • Joint Customer Business Development plans
  • Customer contact matrix
  • Customer relationship management
  • Refinement of the tender process from 4 weeks to a 3 year end to end process

Chief Executive Officer

Madura Tea
01.2011 - Current
  • Responsibilities include
  • Managing total company profit & loss
  • Developing corporate culture
  • Strategic planning
  • Managing administration, farm operations and all aspects of the production facility from plant to packet
  • Overviewing sales and marketing activities
  • Major Achievements
  • Increased total business and retail EBITDA by +24.0% and +17.4% respectively versus prior 4 year average in my initial year
  • Maintained an average 3 year EBITDA growth of +9.9%
  • Increased total business and retail sales by +11.4% & +7.0% respectively versus prior 4 year average in my initial year and maintained a 3 year average growth of +10.0% and +4.9% respectively
  • Led the introduction of a performance culture by initiating a role and skills review, introducing clear KPI’s, WH&S system, performance management, standard operating procedures and insisting on accountability
  • Over 3 years, reduced total tea administration and production unit costs by (4.8%) versus the prior 4 year average by installing solar power generation, reducing daily manufacturing hours by 17% and negotiating new packaging supply contracts
  • This reduction was achieved despite attaining a 3 year average sales growth of +4.9%
  • Led the development and introduction of automated stocktake procedures, customer contribution profitability modelling and promotional effectiveness modelling
  • Selected by Coles senior management to work with their internal cross-functional availability team to research and confirm the root causes of ‘end to end’ supply chain out-of stocks and develop processes and systems to rectify the issues identified
  • Selected by Coles to (1) lead the supplier ‘availability team’ and (2) to jointly present the availability findings at the 2013 AFGC ECRA convention
  • Developed and launched innovative premium tea products to create a new segment within Coles resulting in gaining +27.3% incremental ranging at a period when the total category sku count was reduced
  • Led the project to have the manufacturing plant certified as organic and launched 4 organic products

Director, Sustainability

Australian Food and Grocery Council
09.2018 - 06.2024
  • Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
  • Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
  • Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
  • Cultivated a positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.

National Trade Marketing Manager

Sanofi-aventis
01.2010 - 12.2011
  • Responsibilities included
  • Leading cross-functional teams (sales, finance and supply chain departments) to ensure excellence in execution of strategic company priorities
  • Creating internal business processes and align departmental objectives
  • Developing go-to market strategies for grocery, pharmacy and health food channels
  • Leading the implementation of the trade promotion management upgrade
  • Major Achievements
  • Initiated and introduced the total company business governance calendar across sales, marketing, finance and supply chain
  • Drove the integrated commercial planning process across sales and marketing departments
  • Refined company priorities to provide greater focus and resourcing on key initiatives that produce incremental sales and profitability
  • This was achieved by shortening company cycles to provide greater focus on key product launches and initiatives
  • Improved the profitability and effectiveness of sales promotions by introducing robust pre- and post analysis and communicating to all relevant stakeholders
  • Introduced forecasting tools for the sales team

National Business Manager – Continuous Improvement

Johnson & Johnson Pacific
01.2008 - 12.2009
  • Responsibilities included
  • Leading cross-functional team (sales and finance departments) to establish effective trade promotional procedures, policies and systems to generate greater incremental sales from the trade spend budget
  • Driving cultural change and continuous improvement across the sales, marketing, finance and supply chain departments to:
  • Fast track a 15% service level improvement (sales and supply chain)
  • Improve the pharmacy forecast accuracy and transparency (sales, supply chain and marketing)
  • Review and improve the total company sales and operations planning (S&OP) process to align all company departments (sales, supply chain, finance and marketing)
  • Continuously improve the product code change process to minimise lost sales
  • Representing Johnson & Johnson Australia to provide process and systems knowledge in the development of a global trade spend system
  • Major Achievements
  • Increased Johnson & Johnson’s service level from 82% to a sustained 97% in 10 weeks through cross-functional teaming
  • The results were achieved by clearly defining priorities, individual accountability and increasing transparency of actions and results
  • Improved the effectiveness and accuracy of trade promotion management via transparent reporting, plus continuous process and systems improvements, resulting in reconciling and balancing the $82m budget despite numerous late changes to budget and forecast
  • Increased the effectiveness of the cross-functional team structure by recommending and implementing a simplified system solution for forecasting sales and trade spend in the pharmacy team
  • This resulted in greater accuracy and transparency of the sales forecast and trade spend removing confusion and debate between the sales, marketing, finance and supply chain departments
  • Recognised by the Global Customer Development Director and the Global Process Owner as having global best practice knowledge and process understanding on trade promotion management (TPM) and was asked to participate in the process development and system design of the Canadian and German implementation of the global TPM system initiative

National Business Manager – Independent Grocery, Commercial & Export

Johnson & Johnson Pacific
01.2005 - 12.2008
  • Responsibilities included
  • Developing the annual Independent team strategic business plan, sales and market share budgets and operations plan
  • Delivering agreed sales and market share targets within trade promotional and customer contribution budgets
  • Leading, training and performance managing a team of national account managers, state managers and analysts to achieve the above results across a challenging and diverse customer base
  • Managing relationships between Johnson & Johnson and all levels of the Independent customer channel (Metcash, Franklins, IGA state offices and banner groups)
  • Major Achievements
  • Achieved a sales growth of +$1.89m while decreasing trade spend by $284k (or 17.0%) in 2006 versus 2005
  • This was primarily achieved by setting a new Metcash Expo sales record of $579,000 in 3 days and introducing a territory manager category management handbook that clearly defined product distribution and in-store shelf location targets that were also endorsed and supported by key independent retailers
  • Increased the already record market share results within Johnson & Johnson from 31.4% in 2005 to 32.1% in 2006, by exceeding category growth (J&J +2.9%; competitors 0.6%)
  • Awarded the Directors Excellence Award 2006 by the Johnson & Johnson Board based on sales results, team leadership and cross-functional business impact
  • Of the 4 nominees for 2006, 3 were from the Independent grocery team
  • Awarded Franklins 2006 Supplier of the Year based on their criteria of sales growth, providing superior account management and category insight, plus exceeding field force and supply chain benchmarks
  • Negotiated merged Johnson & Johnson and Pfizer trading terms with customers resulting in a net saving for J&J

National Account Manager – Independent Grocery

Johnson & Johnson Pacific
01.2000 - 12.2004
  • Responsibilities included
  • Developing annual Metcash strategic business plan, sales and market share budgets and operations plan
  • Delivering agreed sales and market share targets within trade promotional and customer contribution budgets
  • Leading State Sales Managers to develop and grow state-based Metcash retail banners and buying groups
  • Managing relationships between Johnson & Johnson, Metcash, IGA state offices and banner groups
  • Major Achievements
  • Increased Johnson & Johnson’s market share within Franklins from the lowest customer nationally to the highest (from 26.2% to 32.3% within a 5-month period by negotiating the broadest product distribution and best shelf location nationally)
  • Reversed the downwards sales trend of the Metcash account of the prior three years and achieved a sustained market share growth in Metcash over 3 years via increased promotional effectiveness and increasing warehouse ranging from 178 to 225 products
  • This was supplemented by increasing store product ranging via implementing a new gradings’ system and strategy for the territory managers, which provided greater leadership and direction for the national independents field sales team
  • This was achieved while holding Metcash terms growth below the industry average

State Sales Manager – Queensland

Johnson & Johnson Pacific
01.1998 - 12.2000
  • Responsibilities included
  • Leading the state operation comprising field manager, sales representatives and part-time merchandisers to achieve high distribution and display targets
  • Delivering agreed sales and market share targets for the Woolworths Queensland account within a trade promotional and customer contribution budget
  • Major Achievements:
  • Awarded 1999 State of the Year based on:
  • Best-in-nation field operation results
  • Achieving a sales growth for J&J above Woolworths category average in 1999
  • Generating a $1.0m or +9.0% exfactory sales growth, despite long-term J&J out of stocks caused by hailstorm damage that resulted in closure to the J&J manufacturing facility (Woolworths Queensland was the only account not to experience any decline during this period)
  • Developing and negotiating the implementation of what became J&J best practice shelf layouts in all Woolworths Qld stores
  • Selected to manage the Woolworths Refresh transition from state based to national buying within Johnson & Johnson
  • This included preparing and presenting category reviews and negotiating ranging in multiple states during the Refresh project
  • Additionally, I was selected to train the new national Johnson & Johnson Woolworths team on Woolworths’ processes, promotions and category management
  • Analysed scan sales and introduced a new promotional strategy for J&J brands that was later adopted by the company and subsequently validated by an external neural networks consumer research study (Fem, Oral & Wound)

Key Account Manager

Manassen Foods Australia
01.1997 - 12.1998
  • Responsibilities included
  • Delivering agreed sales targets for Woolworths and Franklins Queensland within a trade promotional budget
  • Major Achievements
  • Attained the highest market share for Twinings Tea nationally via an in-store consumer promotion that was fully partnered by Woolworths
  • Restored Manassen Foods reputation within the Queensland grocery industry
  • Re-established consistent pricing across all accounts

National Account Manager – Coles, Bilo

Reckitt & Colman
01.1995 - 12.1996
  • Responsibilities included
  • Development of the annual Coles business plan and sales and market share budgets
  • Delivering agreed sales and market share targets for the Coles national account within a trade promotional budget
  • Managing relationships between Reckitt & Colman, Coles and Bilo nationally
  • Major Achievements
  • Achieved a 10.1% sales growth in 1996 versus 1995 through:
  • Introducing promotional analysis, resulting in Coles reducing gross profit to achieve agreed promotional price points and promotional frequency
  • Creating Coles category review presentations that resulted in increasing total ranging with Coles and Bilo (these reviews became the template for the national account teams)
  • Implementing a national gradings’ system to increase store distribution and sales

State Account Manager – Coles, Bilo, Davids, API, Fauldings

Reckitt & Colman
01.1992 - 12.1994

Accountant

Anderson & Associates
01.1990 - 12.1990

Education

GAICD

Australian Institute of Company Directors
10-2024

Masters of Business Administration - Distinction

Griffith University
01.1999

Bachelor of Business - Accounting

Avondale College
01.1989

Skills

  • Government Relations Advocacy
  • Sustainability Program Leadership
  • Strategic Business Development
  • Collaborative Leadership
  • Manufacturing Processes
  • Trade marketing
  • Negotiation
  • Account management & development
  • Sales operations & effectiveness
  • Market analysis
  • Business Growth Strategy
  • Cross-functional team leadership
  • Mentoring and training
  • Culture creation
  • Performance management
  • Strategic planning
  • Business planning
  • Continuous improvement
  • Production efficiency
  • Quality assurance
  • Integrated forecasting
  • Procurement planning
  • Overviewing engineering
  • Finance
  • Marketing
  • Logistics
  • PL management
  • Customer contribution analysis
  • Break-even analysis
  • Trade promotions management
  • Product costing
  • Marketing strategy
  • Product development
  • Product launch
  • Price strategy
  • Primary freight analysis
  • Warehouse management

Skills Experience Summary

  • Sales
  • Leadership
  • Manufacturing
  • Trade marketing
  • Negotiation
  • Account management & development
  • Sales operations & effectiveness
  • Market analysis
  • New business development
  • Cross-functional team leadership
  • Mentoring and training
  • Culture creation
  • Performance management
  • Strategic planning
  • Business planning
  • Continuous improvement
  • Production efficiency
  • Quality assurance
  • Integrated forecasting
  • Procurement planning
  • Overviewing engineering
  • Finance
  • Marketing
  • Logistics
  • P+L management
  • Customer contribution analysis
  • Break-even analysis
  • Trade promotions management
  • Product costing
  • Marketing strategy
  • Product development
  • Product launch
  • Price strategy
  • Primary freight analysis
  • Warehouse management

Board Membership Community Service

  • 2011-present, Board Member, Madura Tea Estates
  • 2013-present, Board Member, Australian Food & Grocery Council (AFGC)
  • 2013-present, Club Secretary and Technical Committee Officer, Murwillumbah Cycling Club
  • 2013-present, Commissaire (Level 2), Cycling Australia

Personal Professional Development

  • 2011, Leadership, Training and Culture, Myers Briggs
  • 2010, Strategic Business Planning, Giordian Business
  • 2008, 7 Habits of Highly Successful People, Franklin Covey
  • 2007, Negotiating for Profitable Growth II, Scotworks
  • 2006, Negotiating for Profitable Growth I, Scotworks
  • 2005, Category Management II, Strategic Horizons
  • 2004, Category Management I, Strategic Horizons
  • 2003, Management Fundamentals I, Johnson & Johnson
  • 2002, Leadership Challenge, Johnson & Johnson
  • 2001, Priority Management, Priority Management International
  • 1996, Presentation Skills II, Mecuri International
  • 1995, Presentation Skills I, Mecuri International
  • 1992, Professional Selling Skills, Reckitt & Colman

Executive Summary

  • AFGC, 2013-2015, Board Member and SME Forum Co-Chair
  • RICO TRADING, 2015-present, National Business Development Manager
  • SOLO RESOURCE RECOVERY, 2011-2015, Chief Executive Officer
  • MADURA TEA ESTATES, 2015-present, Chief Executive Officer
  • SANOFI-AVENTIS, 2010, 2011, National Trade Marketing Manager
  • JOHNSON & JOHNSON PACIFIC, 2008, 2009, National Business Manager (Continuous Improvement)
  • JOHNSON & JOHNSON PACIFIC, 2005-2008, National Business Manager (Independent Grocery, Commercial & Export)
  • JOHNSON & JOHNSON PACIFIC, 2000-2004, National Account Manager (Independent Grocery)
  • JOHNSON & JOHNSON PACIFIC, 1998-2000, State Sales Manager (Queensland)
  • MANASSEN FOODS AUSTRALIA, 1997, 1998, Key Account Manager
  • RECKITT & COLMAN, 1995, 1996, National Account Manager (Coles, Bilo)
  • RECKITT & COLMAN, 1992-1994, State Account Manager (Coles, Bilo, Davids, API, Fauldings)

Hobbies and Interests

  • Road cycling
  • Mountain biking
  • Motor biking
  • Family
  • Reading
  • Landscape gardening

Timeline

Co-CEO

Soft Plastic Stewardship Australia
07.2024 - Current

Director, Sustainability

Australian Food and Grocery Council
09.2018 - 06.2024

National Business Development Manager

Rico Trading
07.2015 - Current

Chief Executive Officer

Madura Tea
01.2011 - Current

National Trade Marketing Manager

Sanofi-aventis
01.2010 - 12.2011

National Business Manager – Continuous Improvement

Johnson & Johnson Pacific
01.2008 - 12.2009

National Business Manager – Independent Grocery, Commercial & Export

Johnson & Johnson Pacific
01.2005 - 12.2008

National Account Manager – Independent Grocery

Johnson & Johnson Pacific
01.2000 - 12.2004

State Sales Manager – Queensland

Johnson & Johnson Pacific
01.1998 - 12.2000

Key Account Manager

Manassen Foods Australia
01.1997 - 12.1998

National Account Manager – Coles, Bilo

Reckitt & Colman
01.1995 - 12.1996

State Account Manager – Coles, Bilo, Davids, API, Fauldings

Reckitt & Colman
01.1992 - 12.1994

Accountant

Anderson & Associates
01.1990 - 12.1990

Bachelor of Business - Accounting

Avondale College

GAICD

Australian Institute of Company Directors

Masters of Business Administration - Distinction

Griffith University

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Barry Cosier