Sam

Work History

• 12/2005 - 7/2019

  Plasterboard City Qld

  Owner - Managing Director: Key Responsibilities: * Generate sales excellence through creating new business, and maintaining existing business through forming strong relationships, realistic expectations and transparency * Oversee existing campaigns to grow key distributor accounts * Embody company culture and maintain high employee engagement * Encourage and motivate all teams on a daily basis to assist them in achieving KPIs and meeting set targets * Contribute to developing new and existing markets, manage pricing strategies * Create new policies and procedures for efficiency * Proactively role model trustworthy customer service ethics, and after-sales support, manage debt collections * Cost analysis on overall position of company, including incomings vs outgoings to reduce company exposure * Continuous improvements and adjustments necessary to sustain company viability and maximise profits * Oversee all office administration staff, sales team, liaise with management from various suppliers * Human resources management; recruit, select and onboard all staff, including draft all employee contracts * Grievance resolution, both customer and staff related Achievements: * Introduction of new range of products and suppliers outside of the current business model capturing a niche market. Negotiated buying power to compete with competitors - customers able to buy internal and external building products at one place and at competitive rates. Resulted in 40% increase in sales * Implemented an online presence to assist with the metatags and crawler algorithms used by search engines, resulting in top of the first page search results on Google for 9 years (unpaid subscription); Created increased brand awareness and a measurable increase in direct sales using platforms such as Facebook and Instagram. Brand awareness from Twitter and LinkedIn * Company expansion from 1 staff member to multiple vehicles on the road and 8 staff members employed * Identify improvements and productivity gains in relation to new administration systems e.g. PPak to CIN7 * Introduction of self-funding and Insurance initiative resulting in cash positive increase ^80%

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• 1/2015 - 7/2019

  APL Nova Constructions (The Ripi Group)

  Owner - Managing Director: Key Responsibilities: * Client-Side Meetings > tailor requirements for project with developers, architects, builders and assist in end to end management of residential & commercial projects * Manage Project Scope of Works > resources authorisations, cost & quality review, assist council approvals DA/BA * Project Costings Review > compile and review project estimation costs to ensure the highest possible margins, including: * Confirm current market costs, including price rises, inflation, transport, labour * Oversee all projects to maximize profits and reduce company exposure & company leverage * Maintain all projects cash positive, high margins and eliminate variations wherever possible * Report cost recommendations for improvements or concerns daily, weekly, monthly * Human Resources > approve all subcontractors, including reviewing licences, insurances and SWMS, supply project schedule * Leadership through motivating staff and daily monitoring of performance, quality, productivity & safety. Motivate subcontractors in a manner which established and maintained a positive relationship, whilst ensuring that client expectations were met * Develop new & old relationships on-site where possible to support the project. Resolve all grievances, project or staff-related, promptly and effectively * Resolve client issues & challenges promptly and openly, actively addressing matters to provide an agreeable and productive outcome. High use of constructive dialogue, and transparency, so all parties remain informed/educated throughout the process * Project WHS Risk Management > ensure all trades provide their own trade-specific WHS - SWMS * Use trade-specific and company documents to create project specific WHS risk management procedures * Identify hazards, assess risk and determine treatment options for the project, with constant review, including audits and weekly reporting * Promote a safety culture of Zero Harm - WHS is everyone's responsibility; encourage understanding of the importance of WHS and following policies, procedures and legislative requirements; enforce compliance where necessary * Manage Project Time > schedules, suppliers & contractors, project reports and schedule changes * Quality Assurance Audits > frequent checks on performance review, report and address issues and improvements Achievements: * Created a start-up business - internal fit-outs and painting; building company licenced & qualified; sustainable work * Company expansion from 1 staff member to over 50 staff members employed; multiple vehicles and machinery * Introduced NCI building insurance - capable of insuring all our builds if developer/client went under

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• 4/2003 - 12/2005

  USG BORAL

  Warehouse - Service Centre Manager: Key Responsibilities: * CSO for all customers to provide materials/logistics answer, and quickly resolve their queries and issues * Ensure that office and warehouse staff are trained in company systems, understand the business functions and operations, and uphold WHS at all times; weekly meeting and reporting * Part of the network management team to ensure KPI targets of volume sales are met every month * Development of office/warehouse staff members through positive and constructive feedback, coaching when KPI's not achieved or other performance issues identified; recognition for work well done. * Ensure training is compliant with legislative requirements and company WHS policy * Identify improvements and productivity gains in relation to sales, systems, policies, procedures * Consultation with Qld Distribution manager as part of our monthly reporting programme * Ensure integrity of data entry and internal audits through stock taking. Rectifications made where required * Ensuring teams KPI's and goals are met.

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