End-to-end workflow redesign delivered a 56% lead-time reduction within 12 weeks.

Operational transformation delivering a 35% output uplift, 50,000+ incremental units in 12 months and a 22% increase in weekly gross profit.

Cross-functional Lean programme in a regulated pharmaceutical site delivered a 32% OEE uplift and 32,000 additional units per day within 10 weeks.

End-to-end process redesign and implementation coaching delivered a 70% output increase on one product line in 4 weeks.

Job sequencing and FIFO implemented across the value stream lifted delivery-in-full-on-time performance from 25% to 85%.

Enterprise operational assessment using 50+ stakeholder interviews and 15 process maps identified more than $3M in cost-saving opportunities.

ILS / Honsha / SafetyCircle, Sydney, APAC and USA

Lead process redesign, operating-model improvement and technology-enabled transformation projects, converting business priorities and operational pain points into executable workstream plans.

• Run current-state discovery, stakeholder interviews, workshop facilitation, fit-gap analysis and process mapping to identify workflow, control, ownership, data and adoption gaps.
• Translate strategy into practical future-state processes, governance routines, KPIs and sustainment mechanisms, using tools including Airtable, n8n, Nintex, Zapier, Power BI, Miro, Visio and AI tools such as Claude and NotebookLM.
• Led operational due diligence for an M&A assessment, using structured data collection, 50+ stakeholder inputs and workflow analysis to model scale-up from 35,000 to 150,000 units per week.
• Built practical automation, including Airtable-based CRM and reporting flows and n8n reporting automations, saving up to 16 hours per week in document creation.

AstraZeneca, North Ryde, Australia

Served as the site's senior Lean subject matter expert in a regulated pharmaceutical environment, working with operations, quality, maintenance, engineering and leadership teams to lift process discipline and performance.

• Designed and deployed an integrated operating system combining Process Verification, Leader Standard Work, Gemba Walks, Tiered Daily Management and visual performance routines.
• Delivered a 32% OEE uplift and 32,000 additional units per day within 10 weeks through daily KPI tracking, visual management, standard work and root-cause problem solving.
• Supported global standardised work development, audit and rollout, improving adherence, training quality and productivity across regional operations.

Thales Underwater Systems, Sydney, Australia

Led process redesign and operational readiness in a low-volume, high-complexity regulated defence environment supporting submarine and underwater systems.

• Mapped, redesigned, documented and validated workflows so operators, supervisors and support teams had clearer handoffs, controls and traceability.
• Designed WIPRO, a visual work-order tracking system pulling work-order and product data from CINCOM in one click, saving an estimated 100+ hours per year.

SBS, Artarmon, Australia

Completed an enterprise operational assessment using 50+ stakeholder interviews, 15 process maps and analysis of thousands of operational and financial data points.

• Identified more than $3M in cost-saving opportunities and built executive-ready recommendations with prioritised actions, benefits, risks and dependencies.

Landis+Gyr, NSW and VIC, Australia

Redesigned kitting, manufacturing, assembly and shipping workflows using DMAIC, one-piece flow, value stream mapping, time studies, Pareto analysis and visual management.

• Delivered a 70% output increase on one product line in 4 weeks through end-to-end process redesign and implementation coaching.
• Designed and automated the Engineering Change Management process, improving stakeholder alignment, change control and error prevention.
• Coached supervisors, managers and engineers in Lean principles, building site capability to solve root causes and sustain improvements.

Essilor Luxottica, Australia

Acted as Lean lead across two NSW manufacturing sites, owning the continuous improvement pipeline, setting priorities and coaching Green and Yellow Belt practitioners.

• Led process and quality improvement projects targeting waste reduction, lead-time compression and defect elimination.
• Improved DIFOT from 25% to 85% by implementing job sequencing and FIFO throughout the value stream, from job release to packing.

Thales Australia

Managed KPI reporting, led a small team of undergraduate engineers and conducted Australian Navy vessel acceptance tests in a safety-critical environment.

• Automated progress tracking and reporting through online dashboards, improving visibility, stakeholder communication and decision-making.
• Introduced new products and processes into production, including BOMs, routings, work instructions, jig design and operator training.

Qualifications

Qualifications & certifications

Capabilities

Technical skills