Michael Jorgensen

Michael is a seasoned executive with a proven track record of strategic leadership, operational excellence, and transformational growth. As Country Manager and Operations Director for Rentokil Initial in Australia, Michael held full P&L responsibility and successfully led a complex, multi-division business with over 1,950 employees under his leadership. His strategic vision and operational discipline played a pivotal role in scaling the business and delivering sustained profitability. A highly collaborative leader, Michael is known for building high-performing teams, fostering a culture of accountability, and driving innovation across all levels of the organisation. His ability to execute complex strategies and deliver tangible results has positioned him as a trusted leader in the service and facilities management industry.

• Achievements
• Revenue growth from $220M to $403M, demonstrating sustained business expansion.
• EBIT more than doubled, rising from $42M to $80M, reflecting strong profitability and operational efficiency.
• Acquired and successfully integrated 27 businesses, accelerating market presence and service capability.
• Developed and launched a new CRM platform, enhancing customer engagement and service delivery.
• Led and managed three core divisions: Rentokil Pest Control, Initial Hygiene, and Ambius Indoor Plants.
• Welcomed and inducted 480 new team members, supporting business growth and cultural integration.
• Designed and delivered leadership development programs for emerging and frontline leaders, building talent pipeline.
• Rolled out Commercial Fundamentals program, driving capability uplift in sales and account management.
• Significantly improved safety performance: LTAR reduced from 0.86 to 0.18
• Workdays Lost (WDL) decreased from 45.48 to 10.45
• End-to-end leadership extended across Operations, Sales, Marketing, HR, SHE (Safety, Health & Environment), Supply Chain, and Fleet Management, ensuring alignment across all business functions.
• Acquisition and integration of GTE Trackspray

• As COO of J-Steel, my role is to lead the business which includes strategic planning, business development, contract management, engineering, procurement, operations, support functions (IT, HR and finance) and service to drive profitable growth.
• Achievements
• Restructured Banking and Finances from ANZ to SMBC inclusive of FX, BG’s general banking and settlements resulting in reduction of financing charges by 50%
• Conducted a strategic review of auditor arrangements and implemented new partnership resulting in a 32% reduction in audit fees
• Led a comprehensive review of all business insurances which led to reduction in premium fees
• Restructured and renewed the engineering, finance, construction, operations and sales teams while reducing payroll by 23%
• Secured export market development grants of $130k
• Undertook a thorough review of operating expenditure that achieved savings of 26% from prior year
• Built our results driven company culture through establishment on an accountability framework with clear values, role expectations, reward structures and operating rhythms leading to increase visibility and drive performance.

• Following a consolidation of multiple business units under the Blackwoods brand, the role remit changed focus from functional to full P&L responsibility in excess of $730m. With over 370 employees across Australia in sales, on-site service, customer service and operations the role is tasked with sales generation aligned to an aggressive growth strategy.
• Achievements
• Increased channel margin by 2.6% which equates to additional trading profit dollars circa $11m
• Led the development and roll out of new sales methodology training program and subsequent coaching strategy to embed a best practice sales culture
• Introduced and executed new commercial models (Aggregator model which includes supplier and spend aggregation, range rationalisation and product substitution) that delivered step change in sales and trading profit dollars to the business examples include BHP Billiton, Telstra, Mondelez, and Nestle
• Executed service improvement initiatives across customer service and supply chain focused on root cause identification to drive sustainable business improvement
• Led the Defence Force tender submission worth a potential $1b over 10 years
• Led the roll out of the HSE Strategy – Life Saving Rules initiatives and Safety Interactions action plan which reduced TRIFR (injury rate) severity rate over the last 24 months from 34.3 to 14.8

• Led the sales function of approx. 300 employees (which include sales, pricing, contracts (bids and tenders), e-business and solutions) to develop and execute profitable growth strategies across existing customer base and the identification of new parallel and adjacent markets for profitable growth.
• Achievements
• Led the Global Sourcing function in China to increase home brand product sales from 11% to 14% through range review and rationalisation
• Senior Mentor on the Wesfarmers Mentoring program targeted at developing high potential senior leaders across the group for a number of years
• Identified and targeted external talent for strategic senior sales roles to drive cultural change
• Drove the reduction of Total Recordable Injury Frequency Rate (TRIFR) within the function from 14.7 to 9.4 through aggressive implementation of Safety Management system and cultural change initiatives
• Introduced and executed new commercial models (‘Integrator’ model which required taking over the buying and sourcing function of our customers and included supplier and spend aggregation, range rationalisation and product substitution) that delivered step change sales and trading profit dollars to the business example Rio Tinto
• Introduced and implemented the national strategic key account management structure to align st sales to customer channels with a turnover of $450m

• Promoted to the role of GM Projects responsible and accountable for a Sales budget of $510m with an additional sales management budget of $60m. Line Management Team of 10 direct reports managing 40 Key Account Managers and 450 employees. Additional responsibilities within the role include the generation of new business as well as initiating and managing entry into all emerging markets and national major contracts and tenders.
• Key Achievements
• Successfully integrated Hudson Building Supplies following acquisition
• Established the No. 1 Trade Projects business within Australia through the implementation of the “MICO Design” pull-through strategy which involved delivered up-stream specifications to secure downstream sales volume
• Secured Single Leap 2 Defence Housing contract worth $14m
• Successfully delivered a high-performance sales culture through the selection and implementation of the RogenSi sales methodology.
• Delivered EBIT budget during the GFC for financial years 2008/09, 2009/10, 2010/11
• Negotiated national supply agreements to partner with:
• 1. Porter Davis $18.1m
• 2. Christopher Contracting $19.4m
• 3. Metricon $54m
• 4. Cooke & Carrick $10.1m
• 5. I.G. King $12.2m
• 6. Cooke & Dowsett $24.9m
• 7. BP Plumbing $22.6m

• Promoted to the role of GM NSW/ACT responsible for a Sales budget of $260m with a Line Management team of 11 direct reports managing 35 sales representatives and 550 employees. Role was responsibility for full P&L, asset management, sales and cost budgets, supplier negotiations and contracts as well as major account management and acquisitions. Other responsibilities included management of customer account reporting systems, incentive programs and cost reduction programs.
• Achievements
• Established Front of Wall (FOW) estimating team to increase our market share and enhance margins
• Implemented a national project tracking system which ensured greater market coverage
• Developed and produced the first Tradelink Specification & Design Catalogue to provide an invaluable tool for our sales teams and a comprehensive resource for our customers
• Developed and championed the Gender Diversity Charter and actively demonstrated the promotion of women through sponsoring career advancement, mentoring programs and paid parental leave.
• Chaired the National Credit Review (REL) which resulted in the transition of state-based credit teams into a national shared services environment. This delivered significant DSO reductions and improved our risk profile.
• Negotiated supply agreements to partner with Mirvac $17.7m and Axis $22.5m

• The role of Regional Manager - NSW was responsible for a Sales budget of $160m with a Line Management team of 8 direct reports managing 23 Sales Representatives and 300 employees. Role had responsibility for full P&L, asset management, sales and cost budgets as well as supplier negotiations and contracts and major account management.
• Achievements
• Restructured the existing sales force to be a dedicated market segment account management
• Successfully implemented and integrated JDE and Business Intelligence into the NSW business to give valuable commercial information to be used for both internal analysis and customer value add purposes
• Comprehensively restructured the NSW business through Project ‘Traction’ due to a serious building and construction decline resulting in significant cost reductions
• Reduced year on year average inventory held whilst delivering sales improvement without compromising customer service
• Negotiated supply agreements to partner with
• Clarendon Homes $74m
• Spotless Services $5.5m

• The role of Manager New England/NY was to integrate the Company’s sales and rental product lines into the New England (Massachusetts, Connecticut, Vermont, New Hampshire, Rhode Island, Maine) & New York regions, whilst exceeding the regions financial, sales, operational, customer service and safety goals.
• Achievements
• Doubled sales for the region in each financial year.
• Tendered and won major projects including:
• Central Artery project (“Big Dig”), Boston, MA;
• Seabrook Nuclear Power Plant, Seabrook, NH;
• Mystic Power Plant, Everett, MA; General Electric, Lynn and Pittsfield, MA;
• Pratt & Whitney, Hartford, CT;
• Dow Chemicals, New London, CT;
• American Pulp and Paper, Berlin, NH;
• Massachusetts Water Resource Authority, Deer Island, MA

• Promoted to the Operations & Sales Director role responsible for the management of global core business activities and managing P&L budgets of $55m for all regions.
• Achievements
• Repositioned Sykes Group from a predominantly hire focused business to a manufacturing end user sales organisation
• Expanding and developing new markets in the USA, Middle East, Europe and Asia

• Promoted to the role of Regional Manager Australasia which included managing the business within the Australian, New Zealand, Pacific Rim, Hong Kong, China, and Singapore regions with a budget of $25 million. Reporting to this role was a Sales Team of 30 throughout the above regions.
• Achievements
• Increased sales by 40% in 18 months
• Tendered and won major projects including:
• Boat pump-out and sewerage system for the Floating Village America’s Cup 2000, New Zealand
• Pump-out and associated treatment of the Mangerie Sewerage Ponds, Auckland, NZ;
• Ground stabilisation of the Eastern Distributor Motorway, Sydney;
• Ongoing technical and sales support to the Australian Mining Industry;
• Ground stabilisation of the City Link Road Project in Melbourne, VIC;
• Cross City Link in Perth, WA
• Developed and implemented business partnerships with major mining multinationals including; BHP, Pioneer, New Crest, Phelps Dodge, RZ Mining, and Thiess
• Developed and implemented business partnerships with the major plant and equipment rental companies in Australia, New Zealand and South East Asia

• Promoted to the role of Regional Manager – Eastern Australia which included a P&L Budget of $15m in sales per annum for sales and hire through 9 branches located in NSW, Victoria, Queensland, Australian Capital Territory, Tasmania, and South Australia. Responsible for a headcount of 50 employees including Branch Managers, Sales Representatives, Fitters, Drivers and Labourers.
• Achievements
• Increased sales and reduced overheads to return a 30% increase in profit over a 2-year period
• Established new businesses in New Zealand and Hong Kong with $1 million sales in the first year
• Tendered and won major projects including;
• - New Southern Railway
• - Homebush Bay Rail Loop
• - Olympic Equestrian Centre, Rowing Course, and Kayak Course
• - De-watering for ground stabilisation of the New International Airport Brisbane (QLD) and Chep Lap Kok International Airport, Hong Kong
• De-watering and stabilising the footings and Main Island for the Ting Kau Bridge, Hong Kong (the largest Cable Spanning Bridge in the World)

• As NSW State Manager I was responsible for managing Sales Budgets of $8m and the management of 3 branches comprising 20 staff including Branch Managers, Sales Representatives, Fitters, Drivers, and Labourers.
• Achievements
• Tripled turnover and increased profitability within 3 years.
• Developed a reputation in the industry as a result of technical product support and expertise.
• Tendered and won the contract to de-water the Sydney International Airport third runway

• OTHER POSITIONS HELD
• Business Development Manager, Port Botany Container Group (1991-1992)
• Manager Rugby Operations, Randwick Rugby Club, Sydney, Australia (1990-1991)
• Trader, Security Pacific Australia Limited (1988 – 1989).