Gordana Medvesek

Asset Operations - Responsible for driving operational efficiency and improvements by developing, managing, and facilitating end-to-end process optimisation throughout the organisation .

With a focus on achieving tangible business benefits aligned with Western Power's strategic plan, actively seek out efficiency opportunities and minimise safety exposure.

• Underground Power Program - Implementation Strategy
• Customer Connection Services - Establish Quality Assurance Team and QA processes
• Oversize Loads Management - E2E Business Process Review
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• Client* - working with RT GD Digital Transformation Team - Led Discovery and Baseline phase for Digital Transformation.
• Client* - Provided technical direction, coaching and support to operational leaders on business improvement best practice and supported development of capability, mindsets and behaviours.
• Client* AWS/ ADNOC - Project Lead - Developed and prioritised product features and built product roadmap. Assessed costs and estimated production capabilities to evaluate economic viability. Collaborated with clients from concept through final delivery of product or service.
• idoba - Prepared presentations to explain revisions, enhancements and process improvements of organisation's systems and programs for external stakeholders.
• Integrated technology and business operations to identify targeted solutions to customer issues (Akumen).
• Lead in operating model development, and OKR Performance (Objectives and Key Results) framework implementation.
• Coordinated with varying business areas across organisational levels to determine process ownership and develop standardised documentation of corporate actions, policies and procedures.
• Product Management - Established and guided team through project completion, coordinating data gathering, analysis, solution development and implementation.
• Operation and adoption of Lean Portfolio Management (Scaled Agile Framework)

• Developed and implemented performance improvement strategies and plans to promote continuous improvement.
• Facilitated operating model review to streamline product delivery to customers resulting in an uplift in earnings by 15% month on month.
• Evaluation of strategic growth opportunities in APAC.
• Offset supply chain disruptions cost impact by identifying an alternate raw material and developing and implementing Fluids Pricing strategy
• Reduced process bottlenecks by training and coaching employees on practices, procedures and performance strategies.
• Identified and resolved unauthorized, unsafe or ineffective practices in warehouse management.
• Directed initiatives to improve work environment, company culture and overall business strategy.

Reporting to Perenti CEO, tasked with ideation of business models and development of strategic transformation plans for disrupting the existing industry business model with technology and innovation. Led identification and delivery of a series of critical initiatives to enable the business to transform and accomplish its strategic goals.

• Technology Driven Mining – conceptualised Mining Services platform by fusing ML and human - centered workflows, co-created technology and innovation strategy, along with business and operational models development (inception of idoba).
• Implemented Open Ideation model and identified partnership and acquisitions opportunities.
• Business lead for HSE Central – Global HSE Management System (powered by SAI360) – 6000+ users, Australia, North America, and Africa [Solution selection -> RFP -> Implementation].

Working with Chief People Officer and Chief Information Officer, led the planning, development and execution of Organisational Change Management strategies and activities to support the business in its digital transformation with a focus on the Planning & Strategy Phase of the S/4HANA and Success Factors projects.

• Developed a tailored S/4HANA OCM Strategy inclusive of Communication, Stakeholder engagement and Training Strategy aligned to IPL’s goals, objectives, culture, and values
• Implemented the framework as a base for change management process of implementing Success Factors and a Learning Management System
• Organised and conducted “fit-gap” workshops that identified poorly aligned business processes, determining the extent of business process change required for an effective digital transformation as well as software customisation and interfacing requirements
• Developed project feasibility analysis that brought clarity on the business impact of the program and ROI.

Reporting to VP Metals providing Operational, CAPEX and commercial management of two key DNAP accounts in Western Australia and Papua New Guinea. Demonstrating proactive financial management of a business area with full P&L accountability for a >$170m/p.a. business with >$15m/p.a. operating budget, with in-field Zero Harm safety leadership. Leading and developing the commercial and operational teams (4 direct reports, 96 indirect).

• Reduced operational risks while organizing data to forecast performance trends.
• Turned around a critical account with >$850M at risk due to a decline in the relationship and contract structure issues
• Recovered $4.5M in overdue invoices by decompiling and mapping processes with contract and accounts teams.
• Facilitated improvement initiative to identify high value-add projects aimed at TCO reduction.
• Positioned a new, improved service by partnering with R&D through a service and safety-focused approach that created a compelling value proposition and structured a solution for a major customer
• Facilitated implementation of innovations in blasting service across WAIO
• Implemented a Safety Partners (ZiP) and Fatal Risk & Critical Control Management Program across multiple sites in Dyno Nobel Metals division in WA and PNG resulting in drastic safety improvement (0 LTI in 3 years)
• Consistently improved safety culture and performance, resulting in 0 LTI throughout the tenure.

Reporting to the VP Business Improvement, accountable for Dyno Nobel Asia Pacific (DNAP) Business Improvement programs in Sales & Operations, the growth of DNAP business excellence culture through shaping leaders thinking and knowledge of Lean and the application of BEx (TRACC by CCI) practices.

• Worked in a matrix with DNAP Executive Team assist business partners to identify, evaluate, plan, manage, track progress for and verify benefits from continuous improvement projects delivering business excellence against agreed targets.
• Facilitated implementation of IPL Business System for Continuous and focused improvement called BEx (Business Excellence) achieving $25M EBITDA in the first year of inception - the program provided>$300M EBITDA in net benefits over five years.
• Optimised Sales Management including organisational structure, processes, resources, activities, performance indicators, training needs.
• Used Lean methodology for process optimisation.
• Worked within applicable standards, policies and regulatory guidelines to promote safe working environment.
• Identified project areas that support strategic objectives (Optimisation of Emulsion Plants; Strategic sourcing for Mobile Process units, On bench loading etc.)
• Facilitate replication of improvement practices and initiatives across mines sites.

Reporting to the Managing Director SGS Australia, responsible for execution (roll-out) of a new Inspection and Maritime Services Operational centre in Australia. The project involved three SGS main business lines: Minerals, Agricultural and Oil, Gas and Chemicals in Australia and was regarded as a pilot for Global Rollout. Ideated and structured the project through the identification of several waste areas through extensive use of Lean methodologies.

• Developed and initiated SGS Inspection and Maritime Services Operational centre leveraging emerging AISLive technology to create trading positions and identify business opportunities.
• Maintained relationships with material vendors to lower costs and diversify capabilities.
• Drove team success through shared vision and recognition of quality performance.
• Boosted operational efficiency of inspection teams through predictive monitoring of ship movements, speeds, and arrival times.

Reporting to the SGS Australia General Manager Minerals, overall business, and operations responsibility for Minerals Trade business in Australia providing leadership to all Australia business sites and Perth based team (3 direct reports and 14 indirect)

• Full P&L responsibility, contract management, Quantity and Quality Surveys, Standardisation of Operation procedures
• Defining and initiating Business Improvement projects within Company (focus on Geochem and Trade)
• Established SGS Minerals Trade Operations in Port Hedland and overseen Geochemistry Laboratory Expansion in Townsville
• Secured FMG contract
• Implemented structural change to services offering resulting in additional gross margin of $1.5M pa
• Following detailed analysis and review of processes developed a sustainable and growing pipeline, ready to produce a further 50% increase in sales year on year.

Reporting to COO APAC developed a strategic delivery plan for the project and troubleshooting any people and construction related project matters or contract deviations, promptly to avoid issues on the project.

• Monitored performance, identifying, and implementing business improvement during construction delivery phases
• Delivered in time and on budget, with zero LTI, Perth – SGS Australia HQ and multipurpose laboratory; Construction and Lab Fit Out (Value $10m), including Automation of minerals sampling and sample preparation equipment
• Conducted Change Impact Assessments, developed and executed multiple change management plans in line with SGS business strategy to deliver business process consolidation of multiple operational value streams previously scattered across five different locations in Perth.
• Identified impacted parties, business partners and resources required for planned changes.
• Designed processes and systems supporting business needs before, during and after transitions
• Managed internal and external client-facing relationships through transition periods.