Mark Gabites
Whitsundays,Qld
Summary
A senior executive, who for the past 20 years has been adding value to businesses by constructively leading teams to achieve outstanding results. A specialist in continuous growth of profitable businesses and turning around poor performing businesses. An expert in structuring robust businesses for ongoing EBIT growth and continuous improvement. Highly experienced and competent in creating strategic plans and engaging people to achieve their objectives that link to the strategic plan. A leader who is skilled in all facets of the business, including Sales, Marketing, HR/IR, Finance, Manufacturing, Warehousing, Logistics & total Supply Chain.
Experienced with strategic planning, team leadership, and operational excellence. Utilizes forward-thinking approach to drive business growth and streamline processes. Track record of fostering collaborative environments and achieving measurable results.
Overview
37
37
years of professional experience
Work History
Director
Kubu Zambezi & Zam Nuka
01.2023 - 06.2024
- Kubu Zambezi is a resort/campsite on the banks of the Zambezi River in Zambia and Zam Nuka was a mushroom growing business on the same 400-acre property
- In 2023 I went to Zambia to run these businesses for a friend who had invested large sums of money in them to grow them
- I spent 6 months getting the resort and campgrounds up and running and closed the mushroom business due to the non-ability of it to become profitable
- Basically, my friend had been coerced into pouring $1m into the mushroom business with no likely return on investment
- I spent an initial 4 months in Zambia and then sailed the Atlantic from October to late December in 2023
- I then returned to Zambia and prepared the property and business for sale which was completed in June 2024
- I have since returned to Nth Queensland to be close to family
General Manager
Hello Foods NZ
01.2019 - 01.2023
- Hello Foods was formed in 2020 and is an amalgamation of 4 different businesses including Ready To Eat (Muscle Fuel & Plate Up) Pasta D’Oro, South Island Fresh foods and Natava Superfoods
- We have recently purchased the equipment and Brands from Pasta Nostra and will roll out into the market in the coming months
- Since commencing at Hello Foods I have incorporate the Ready to Eat business into Christchurch factory from its original base in Hamilton
- Covid has been a very difficult time and we have struggled to gain traction in our retail & Food Service based businesses due to the trading conditions and us not being ready to re-launch or Pasta and Superfoods brands
- We are now in a position to relaunch which will happen over the next 2 quarters
- Our online business with Muscle Fuel and Plate Up is growing steadily due to the move to online purchasing and people are looking for ready to eat meal options
- Achievements
- Created & implemented new branding strategy incorporating 4 businesses into Hello Foods
- Moved the Ready to Eat business including equipment and people from Hamilton to Christchurch seamlessly without losing any production days
- Implemented standard KPI reporting throughout the business as there was nothing in place
- Completed range review with the end result being the elimination of 165 SKUs which reduced write-offs, released cash, reduced warehouse space whilst maintain current sales levels
- Created and implemented marketing strategy designed to drive equity back into the brands in turn relating to positive sales growth
- Created site optimisation plan and am currently in the implementation phase of rolling out iMonitor and CIN-7
- Secured a large contract manufacturing contract with a large NZ meat company delivering $3.5m which commence in May 20202.
Director
MD AAB
01.2017 - 01.2019
- AAB is a Wholesale Bakery business baking and delivering freshly baked products daily to Cafes, P&C, Pubs, Clubs, and Schools etc
- Daily
- The Bakery was purchased in July 2017 and has doubled in growth due to the introduction of world class Artisan Sour Dough, Artisan Rolls and gourmet cakes and slices
- My major focus was to grow new revenue streams which was highly successful with the capture of Contracts with Coles Express, BP Nationally, Caltex Foodaries in SEQ and Aafcans Nationally
- The café side of the business was the major focus and growth was running at over 100% YOY
- We shut the business and I returned to NZ to care for my mother after the death of my sister
General Manager
Manassen Foods
01.2013 - 01.2017
- There is now a Food Service division within Manassen food which is made up of Simon Johnson, AOAP, Black Pearl Epicure, Calendar Cheese and Bob and Pete’s
- I am responsible for the Bob & Pete’s Bakery business & was responsible for the AOAP business which imports and distributes the Worlds finest chesses and gourmet foods to hatted restaurants, hotels, major venues and high class retail
- The business is very profitable and my main focus is to reinstate the brand as the number one NSW Cheese business
- Achievements
- Improved EBITDA from $3.9m to $7m on a turnover of $40m
- Created & implemented new branding strategy with website & online ordering app
- Implemented standard KPI reporting throughout the business as there was nothing in place
- Completed range review with end result being the elimination of 165 SKUs which reduced write-offs, released cash and reduced warehouse space
- Created and implemented marketing strategy designed to drive equity back into the brand in turn relating to positive sales growth
- Created site optimisation plan and am currently in the implementation phase
- Launched a new brand owned by us to ensure sustained growth whilst reducing the risk by not relying on producers staying loyal to us
- Introduction of a Mobile Fromagerie which allows Chefs to climb aboard and choose the best eating cheese of the day
- Secured Airline contracts which are delivery positive sales growth
- Created a Market Producer day in Sydney allowing Australia’s finest Artisan Cheese Producers to showpiece there products whilst engaging in conversation directly with Chefs.
Regional Manager
PFD
04.2011 - 01.2013
- Reporting to C.O.O
- Turnover $150m
- FTEs 200Direct reports including, Lismore, Port Macquarie, Coffs Harbour, Inverell, Dubbo, Canberra and Penrith Branch Managers
- Achievements
- Successfully created and implemented an Optimisation plan for Northern NSW reducing the cost base by $1.2m
- Introduced a new cross docking Supply chain model to Coffs Harbour, Armidale and Tamworth
- Improved the DIFOT to all corporate customers from the mid-50s to the high 90s by creating transparent measures and clearly defining accountabilities and responsibilities
- Created an engaged culture in each site whilst implementing clear and precise objectives to all key employees
- Renegotiated outbound freight costs to reduce cost by $300k pa
- Introduction of a robust Sales and Operations planning process that has been rolled out nationally to all PFD branches
Director
MRG Business Optimisation
01.2011 - 01.2013
- As from April 2011 I worked for myself contracting out to businesses that require either a Greenfield business to be set up or a mature business that is in need of optimising their resources including people and assets
- My first contract was with SA Lobster which involved setting up a Greenfield business on the Limestone Coast of South Australia for a group of New Zealand and South Australian Lobster Fisherman
- The next contract I took on was to optimise the Regional NSW Branches for PFD Foodservices and currently I optimised Sunrice’s largest Rice mill and Distribution Centre in the Riverina NSW
- Sunriceemployees
- 60 countries
- 30 brands
- Nine businesses
- Sunrice’s proud history dates back to the establishment of a single rice mill in the Riverina region of New South Wales in 1950
- Today they have operations – including state-of-the-art processing, packing and value added food plants - across Australia, the USA, the Middle East and Papua New Guinea
- They supply close to 60 countries with diverse, innovative and nutritious rice food products, and through a successful food ingredients and foodservice divisions, contribute to thousands of other brands and businesses the world over
- The Deniliquin Mill is the largest Rice Mill in the Southern Hemisphere and for the last financial year has been performing very poorly and is in a Red position in regards to the P&L
- Up until January 2013 the Mill had been achieving negative results to budget of approx
- 500k per month
- Site Manager Deniliquin 2013
- Reporting to GM Operations
- Turnover $300m
- FTEs 180Direct reports including, QA, Manufacturing, HR, Finance, Engineering, SHE and Logistics
- Achievements
- Restructured the business to utilize the strengths of the team on site and recruited in 2 new team members to the leadership team
- Implemented very tight financial process and allocated responsibility and accountability to all key roles on site
- Implemented very robust PO process which ensured nil surprises at month end
- Created financial forecasting tool which achieved transparent information throughout the business
- Commenced with LEAN philosophy and commenced engagement process with all employees on site
- Created measures for all downtime and implemented urgency in Maintenance, Manufacturing and Logistics in regards to downtime
- In four months the business unit has gone from a negative $500k per month result to bettering budget by $100k whilst creating a more engaged and safer workforce
- PFD Foodservices
- PFD Foodservices is Australia’s largest privately owned food distributor
- With over 60 Branches nationally and over 2000 employees the company has achieved incremental growth year on year
- PFD distribute most of Australia’s favorite food brands to thousands of customers daily around the country
- On a daily basis the supply chain distribute frozen, chilled and shelf stable food to customers including, Resorts, Pubs and Clubs, Institutional facilities, Corporate customers including Bakers delight, Red Rooster, Wendy’s, Oporto’s, Boost Juice, Eagle Boys Pizza and many others.
GROUP GENERAL MANAGER
AFFORD
03.2010 - 04.2011
- Reporting to Managing Director
- FTEs 150Direct reports including, CFO, Supply Chain Manager, Group Sales Manager, Manufacturing Manager, QA Manager, DRYIT Manager, The Fruit Warehouse Manager
- Key Responsibilities
- Stabilize each business and return them to profitability
- All activities involved in the four business units including all Finance, Sales, Marketing, Manufacturing & Supply Chain
- Oversee the annual budget and capital plans enabling the funding and achievement of key strategic goals
- Creation of the 3 year strategic plans for each business unit
- Creation of a marketing strategy for Enrico’s and DRYIT
- Raise Capital from major financial institutions to all the business to enter a growth phase
- Implement systems and processes to allow the business transparent and timely information
- Ensure that a comprehensive workplace Health and Safety Management System is in place including induction training and safety programs
- Model safe working practices and take appropriate action to rectify potential safety problems to ensure all business units meet their statutory and duties of care obligations
- Achievements
- Restructured Enrico’s Kitchen & DRYIT and recruited a very strong leadership team
- Negotiated a major contract manufacture customer (Sara Lee) to supply 100% of their lasagna products in Australia and New Zealand
- This single contract doubled the business in both volume and sales revenue
- Created and implemented reporting processes which gives transparent information throughout the business
- Achieved a turnaround from a loss of $600k to a profit of $800k within 10 months
- Improved product quality and taste by refining formulations which in turn reduced cost and improved the eating experience
- Renegotiated all raw material contracts which realized a saving of over $400k
- Implemented an S&OP process with standard measurements including DIFOT and cost to serve
- DIFOT went from 68 to 98
- Renegotiated the third-party freezer storage contract which reduced the spend by 17%
- Created a 3 year marketing strategy which is being implemented currently
- Increased output of main manufacturing line by 70% by utilizing Lean manufacturing principles
- Created SOPs and Policies for all major areas of risk
- (Australian Foundation for Disability)
- AFFORD is a leading not-for-profit organisation that remains constant in its commitment to influence and advance the interests and experience of people with a disability
- The Australian Foundation for Disability (AFFORD) has provided support for people with disability since 1952
- The organisation helps over 1,300 people and their families with day programs, skills development, employment, accommodation and respite
- We aim to reach world's best practice standards in all areas of our operations
- Over 500 people with disabilities work at the five factories
- They do everything from packaging food and assembling direct mail kits to manufacturing pallets and building bed frames
- The idea is to grow these businesses so that they can employ more and more people with disabilities
- Jobs help people gain skills, confidence and independence.
Group General Manager
Aussie Foods
01.2010 - 01.2011
CHIEF OPERATING OFFICER
AFFORD
06.2008 - 03.2010
- Reporting to BOARD of DIRECTORS
- FTEs 800
- Direct Reports 8, Sales Manager, Imports Manager Marketing Manager, Vocational Services Manager, Supply Chain Manager, Fundraising Manager, Lotteries Manager & Timber Manufacturing Manager, Key Responsibilities
- Responsible for increasing the profitability of existing businesses
- The realization of new commercial opportunities
- Marketing and profile development
- Increase fundraising by implementing new strategies and develop relationships with all local clubs
- Improve factory operations by increasing efficiencies
- Growth of vocational services
- Develop and grow import business by gaining new revenue streams
- Travel to China to source new suppliers for the Import business
- Other responsibilities as determined by the BOARD of DIRECTORS
- Achievements
- Created a 3 year strategic plan which was implemented within the first 6 months
- Restructured the business to underpin the growth, recruited new roles into to team to give the business a commercial edge
- This was a major step change for the Board of Directors and took a great deal of negotiating
- Negotiated new sales contracts with Woolworths, Metcash and Aldi for the Imports business
- This realized a gain of $300k to the bottom line
- Created a new brand and implemented a marketing campaign which was launched in Jan 2009
- Created a new interactive website and successfully changed over all stationary and POS to the new branding
- Secured $1m worth of free Google add words to drive people into our website
- Secured $250k worth of free radio advertising from Sydney station 2GB
- Introduced Ambassadors into the business to gain publicity, Andrew Ryan (Bulldogs) and Beau Robinson (Waratahs) were the first to come on board
- Created a new Customer Service team at Penrith and relocated them into a new site
- Grew the Vocational Services area by 30% which in turn realized additional funding
- Introduced an S&OP process which in turn drove DIFOT from 82% to 97%
- Implemented a BPR (Branch Performance Deck) which was reviewed on a monthly basis
- This gave transparency of all main KPIs for each department
- Reviewed all current manufacturers in China and secured price reductions on average at 20%
- This was a great benefit as the AUD was dropping to below $0.65 USD
- Developed a strong business partnership with a major Chinese manufacturer we became the sales arm for their many business streams within Australasia
- GWF (Baking Division) is a national manufacturer and marketer of premium bread and baked goods and has a stable of icon brands that are household names, covering Tip Top, Sunblest, Burgen, UP and Golden crumpets/pancakes
- It has an approximate annual turnover of over $900M+ with 3500 employees and 14 manufacturing facilities
- I was responsible for NSW with 1500 employees 5 Bakeries & 54 Depots
- Each business unit within GWF is run as a profit centre so I was responsible for the EBIT and each of my direct reports had EBIT responsibilities.
NSW GENERAL MANAGER
George Weston Foods
01.2005 - 01.2008
- Reporting to CEO
- Turnover $300m
- FTEs 1500
- Direct Reports 8 – Sales Manager, Commercial Manager, Supply Chain Manager, Manufacturing Manager, HR Manager, Key Responsibilities
- Provide leadership to the Tip Top Bakeries State Management team, which includes Sales, HR, Finance, Manufacturing, Engineering and Supply Chain by leading and motivating the team to achieve the effective delivery of their respective targets through best utilisation of financial, human and capital resources
- Ensure the effective management of staff through the use of contemporary human resource practices in the areas of performance management, goal setting, leadership development, professional development and succession planning
- Ensure that the sales and marketing plans relating to Tip Top Bakeries are effectively executed in each State so as to maximise performance in product and market terms, including profitability, market penetration, innovation and corporate identification
- Oversee the annual budget and capital plans enabling the funding and achievement of key strategic goals and actions of Tip Top Bakeries
- Ensure that a comprehensive workplace Health and Safety Management System is in place including induction training and safety programs
- Model safe working practices and take appropriate action to rectify potential safety problems to ensure Tip Top Bakeries meets its statutory and duties of care obligations
- Provide for effective environmental management of the Tip Top Bakeries operations to ensure compliance with all statutory reporting requirements
- Ensure a professional and effective working relationship with all Functional Heads
- Keep the Divisional Chief Executive and other nominated senior executives informed of any decision or emerging issues being considered by internal and external stakeholders who affect or could affect Tip Top Bakeries or the Baking Division and translate decisions into operational plans for
- Implementation
- Achievements
- Completed the commissioning of a new $150M bakery in Western Sydney, the bakery was built as a consequence of a fire that completely destroyed the largest Australasian Bakery at Fairfield
- Stabilized business that was hemorrhaging due to the lack of direction, strategy and leadership and obviously the fire
- Created a 3 year strategic plan by carrying out focus groups with all businesses and regional depots
- Communicated the strategy via quarterly State of the Nation meetings with all 1500 employees
- These sessions created a very engaged and committed team throughout the business which underpinned the turnaround of the State.
- Improved EBIT in first year of operations of the new bakery in NSW by $20M through cross-functional teams utilizing LEAN and an in house PDP (Profit Delivery Project) process
- The initial improvements were in manufacturing, warehouse and distribution
- There are far too many projects to list but additional information can be supplied
- Restored reputation in the NSW market by improving DIFOT from 72% to 98%
- Increased sales from $285 million to $300 million by increased customer service, quality and sales focus
- There was a negative sales growth for the three years prior to me taking over
- Created high performance State leadership team who were engaged and walked the talk
- Improved OEE form 50 to mid-80s by creating an engaged culture and by utilizing LEAN PRINCIPLES
- People took responsibility for their areas of work and were free to make changes within the authority limits on the go that could instantly change the outcome of production
- This was a very proactive approach rather than analyzing what went wrong a month later
- Safety improvement in all sites with all sites and regions having low single figure LTIFRs
- Rationalised Supply Chain to reduce costs by $4M whilst improving Route to Market network
- This included re-routing of Sydney metro distribution which reduced the KMs driver by 6000 daily
- Introduced Independent Distributors from company drivers for Distribution direct to customer
- This project was completed without any redundancy or IR issues
- Savings of $4M
- Created and implemented Cost to Serve Model which was rolled out to other States within the group
- Implemented a change in the way we purchased flour which gave the responsibility to Weston Milling for replenishing flour
- This project did not really benefit our business greatly but it allowed Weston Milling to schedule and plan their production and distribution better which in turn gave them cost savings
- As we were their largest customer who used over 1000 tonne of flour per week it was significant for them
- Organised and completed the opening of the Chullora Bakery
- This was a large scale opening that included the Prime Minister (John Howard) and the CEOs of all major retailers in Australia.
GENERAL MANAGER
GEORGE WESTON FOODS BAKING
01.2003 - 10.2005
- Reporting to OPERATIONS DIRECTOR
- FTEs 500
- Turnover $70m
- Direct, Sales Manager, Commercial Manager, Supply Chain Manager, Manufacturing Manager, HR Manager, Management Support, Engineering Manager
NI GENERAL MANAGER
GEORGE WESTON FOODS BAKING
01.2002 - 10.2003
- Reporting to CEO NZ
- FTEs 350
- Turnover $75m
- Direct
GENERAL MANAGER SPEEDIBAKE
01.2001 - 10.2002
- Reporting to OPERATIONS DIRECTOR
- FTEs 500
- Turnover $55m
General Manager Fairfield
GEORGE WESTON FOODS BAKING
01.1999 - 01.2001
- Reporting to NSW GM
- FTEs 900
- Turnover $150M
- Direct Reports 6 – Sales Manager, Commercial Manager, Supply Chain Manager, Manufacturing Manager, Engineering Manager
General Manager Canberra
GEORGE WESTON FOODS BAKING
01.1998 - 01.1999
- Reporting to NSW GM
- FTEs 150
- Turnover $30M
- Direct Reports 6 – Sales Manager, Commercial Manager, Supply Chain Manager, Manufacturing Manager, Engineering Manager
Sales Manager
George Weston Foods
01.1995 - 01.1998
- Achieved sales targets and budgets
- Completed restructure of Vendor runs and Company for project one
- Assisted in the design of a new ordering system via portable hand held computers
- Developed positive sales growth within my area whilst controlling return rates between 14% and 15%
- Effectively managed Vendors, Company Drivers and Merchandisers.
Owner
Uni Clean UK
01.1993 - 01.1995
Owner
Uni Clean Oxford
01.1993 - 01.1995
- Started the business from scratch and when sold was turning over one million pounds per annum
- Recruited, trained and motivated a sales team to achieve outstanding success
- Sold a solid business after two years in operation.
African Overland Tour Operator
Epulu Expeditions
01.1987 - 01.1993
Epulu Expeditions Africa
01.1987 - 01.1993
- Trebled the business to a turnover of $3m with a EBIT of over 35%
- Sourced trucks from German Army and built all terrain self-sufficient vehicles
- Sold the tours via Travel Agents and Backpacker outlets in London
- Tours departed London and travelled via Europe and through Africa ending in South Africa
- Motivated, moulded and led 22 people for up to 7 months on any one tour
- Navigated the Sahara 3 times on different routes
- Haggled and traded goods en-route to ensure minimum costs were incurred
- Liaised with border guards and military though some very difficult times i.e.: rebel war in Rwanda and Uganda, Rebel war in Algeria
- I was the Driver, Mechanic and Guide on the Overland tours therefore had to have the ability to think on my feet and make the right good decision first time.
Education
High School Certificate -
Rangiora High School
Rangiora New Zealand01.1984
Skills
- Leadership & Team Building
- Exceptional Verbal & Written communication
- Sales & Operations Expert
- Problem Resolution
Personal Information
Date of Birth: 01/15/67
Hobbies and Interests
- Sailing
- Golf
- Rugby Union
- Tennis
- Hobby Farming
References
Available on request
Family
4, 2, 2
Timeline
Director
Kubu Zambezi & Zam Nuka
01.2023 - 06.2024
General Manager
Hello Foods NZ
01.2019 - 01.2023
Director
MD AAB
01.2017 - 01.2019
General Manager
Manassen Foods
01.2013 - 01.2017
Regional Manager
PFD
04.2011 - 01.2013
Director
MRG Business Optimisation
01.2011 - 01.2013
GROUP GENERAL MANAGER
AFFORD
03.2010 - 04.2011
Group General Manager
Aussie Foods
01.2010 - 01.2011
CHIEF OPERATING OFFICER
AFFORD
06.2008 - 03.2010
NSW GENERAL MANAGER
George Weston Foods
01.2005 - 01.2008
GENERAL MANAGER
GEORGE WESTON FOODS BAKING
01.2003 - 10.2005
NI GENERAL MANAGER
GEORGE WESTON FOODS BAKING
01.2002 - 10.2003
GENERAL MANAGER SPEEDIBAKE
01.2001 - 10.2002
General Manager Fairfield
GEORGE WESTON FOODS BAKING
01.1999 - 01.2001
General Manager Canberra
GEORGE WESTON FOODS BAKING
01.1998 - 01.1999
Sales Manager
George Weston Foods
01.1995 - 01.1998
Owner
Uni Clean UK
01.1993 - 01.1995
Owner
Uni Clean Oxford
01.1993 - 01.1995
African Overland Tour Operator
Epulu Expeditions
01.1987 - 01.1993
Epulu Expeditions Africa
01.1987 - 01.1993
High School Certificate -
Rangiora High School
Similar Profiles
Nargiza NorovaNargiza Norova
Business Owner at Zam Zam Farm MarketBusiness Owner at Zam Zam Farm Market
IMAM HASANIMAM HASAN
Waiter at Zam Zam Food CornerWaiter at Zam Zam Food Corner
Ekram ChowdhuryEkram Chowdhury
Sales Negotiator at Zam Zam EstatesSales Negotiator at Zam Zam Estates