DENIS COLLINS

• Maintained up-to-date knowledge on industry trends and regulations, ensuring accurate advice was provided to clients at all times.
• Utilized advanced CRM tools to track client interactions efficiently while maintaining detailed records of their individual goals, preferences, and concerns.
• Mentored junior advisors, fostering a supportive team environment focused on growth and learning.
• Participated in ongoing professional development opportunities to stay current with industry trends and best practices.
• Led operations to support the Gisborne during cyclone Gabrielle response including mobilisation of 44 forestry crews to open up roading for isolated communities

• Modified cropping program to reduce costs by 2 million dollars
• Used technology and smart fertilizer program to reduce fertilizer costs by $200,000 whilst maintaining fertility status and productivity
• Developed and implemented standard operating procedures and reviewed and followed best practice for business
• Key member of senior management team to delivered second-best financial result ever only beaten by $8.40 payout year
• Grew staff within business 7 successful internal promotions and only three staff left
• 10,500 cows
• 70 staff
• 9 Dairy Farms and 2 Dairy Support units
• Coaching staff
• Creating budgets, executing budgets to high level with integrity
• Developing and following Standard operating procedures
• Managing compliance
• Keeping farm working expenses under $4.50/kg milk solid
• Enhancing assets of Incorporation
• Empowering people to be great through training and coaching.
• Identified and resolved unauthorized, unsafe or ineffective practices.
• Devised processes to boost long-term business success and increase profit levels.
• Partnered with vendors and suppliers to effectively manage and budget.
• Advanced productivity KPIs by leading trainings on procedures and safety practices.
• Assessed supplier quality to maintain tight cost controls and optimize business operational performance.
• Assisted in recruiting, hiring and training of team members.
• Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow
• Reviewed operations reports to understand numbers and trends
• Collaborated cross-functionally to refine procedures, devise best practices and enforce quality metrics
• Partnered with vendors and suppliers to effectively manage and budget
• Led improvement initiatives to advance operational efficiencies and increase revenue
• Advanced productivity KPIs to achieve key business goals and objectives
• Established positive and effective communication among unit staff and organization leadership, reducing miscommunications and missed deadlines
• Built and reviewed master service agreements to simplify and streamline contract negotiation process
• Spearheaded department training to enhance employee performance and boost employee productivity
• Worked in matrix management environment with oversight of division level managers, operations, sales, finance, human resources, safety and compliance
• Prepared annual budgets with controls to prevent overages
• Identified and resolved unauthorized, unsafe or ineffective practices
• Developed systems to track and log work issues
• Planned and resourced personnel and logistics for operations component exercises resulting in highly trained personnel ready to act quickly in critical roles
• Evaluated suppliers to maintain cost controls and improve operations
• Formulated processes to reduce downtime and financial loss
• Increased profit by streamlining operations
• Directed initiatives to improve work environment, company culture or overall business strategy
• Reduced process bottlenecks by training and coaching employees on practices, procedures and performance strategies
• Introduced new methods, practices and systems to reduce turnaround time
• Identified procedure or process changes required to improve performance and productivity

• Took small stressed farm and made compliant and improved infrastructure
• Sole charge of 300 cows.

• For Receiver
• General manager for receiver developed $ 8.5 million Capital budget
• Executed budget and brought farms back into compliance within six months and farms in position to refinance
• This involved at times coordinating up to 150 people
• Capital expenditure program on budget and on time
• Moved relationship with regulators from combative to collaborative and significantly reduced legal costs
• Led operational side of business, turned around dysfunctional business and had it performing and complaint within 12 months
• Responsibilities:
• Responsible for managing 6 farms
• Reporting to advisory board
• Managing programme to ensure all farms are compliant with local council, MPI, and Fonterra
• Introducing systems to ensure compliance with Worksafe, tenancy laws, Labour laws
• Accountable to Grant Thornton Receivers and any directives issued
• Maximized efficiency by coaching and mentoring personnel on management principles, industry practices, company procedures and technology systems.
• Implemented operational strategies and effectively built customer and employee loyalty.
• Organized budgets, oversaw P&Ls and achieved margin targets consistently to stay on track with growth plans.
• Reduced costs, managed delivery schedules and performed risk analysis to improve overall profitability.
• Set, enforced and optimized internal policies to maintain responsiveness to demands.
• Assessed reports to evaluate performance, develop targeted improvements and implement changes.
• Enhanced operational efficiency and productivity by managing budgets, accounts and costs.
• Delivered business strategy and developed systems and procedures to improve operational quality and team efficiency
• Reduced corporate risk by managing shrink processes and controlling inventory levels.
• Applied performance data to evaluate and improve operations, target current business conditions and forecast needs.
• Developed effective business plans to align strategic decisions with long-term objectives.
• Assessed supplier quality to maintain tight cost controls and maximize business operational performance.
• Enhanced operational efficiency and productivity by managing budgets, accounts and costs
• Assessed reports to evaluate performance, develop targeted improvements and implement changes
• Provided thoughtful guidance to personnel in navigating and resolving snags in productivity
• Maximized operational excellence mentoring personnel on management principles, industry practices and company procedures

• Built supplier base up from 10 suppliers to 100 in 4 years
• Wrote and implemented risk management for 250 million litres of milk
• MAF auditor comment as it was most user-friendly robust program reviewed.
• Had large input on behalf of Miraka on DITAG (the industry technical advisory group) which meant being part of team to develop the Dairy Water Accord,
• Chairing review of performance of OSPIRI (management of TB)
• Passed with commendation all external audits conducted by MAF
• Responsibilities:
• Recruitment of milk supply from Farm Owners (97 in total)
• Management of milk tanker contract (operating 9 tankers), their 21 drivers, and their manager
• Overseeing creation and distribution of monthly farmer financial statements
• Responsibility for Risk Management on farm for milk quality
• Responsibility for managing NZ Sustainable Dairy Water Accord on behalf of Miraka
• Responsibility of milk supply contracts with Farm Owners
• Sourcing of winter milk supply
• Review of milk pricing strategy
• Assist in creation of monthly newsletters for suppliers
• Creation of supplier content on company website
• Managing 24 hour telephone for Miraka
• Staff management – 2 direct staff
• Executive who reports directly to CEO and Miraka Board

• Contributed to New Zealand Dairy Extension business:
• Completed DairyNZ Consulting Officer comprehensive extension training program.
• Utilized all available resources in order to deliver real, measurable, value to 550 farms in Central Plateau region
• Provided initiation and leadership for formation of the Lake Rotorua Collaborative Stake Holders Group, which produced formal agreement between local Iwi, local dairy farmers, local sheep and beef farmers, the Bay of Plenty Regional Council, and Lakecare Trust
• This document outlined milestones, environmental targets, and agreed processes to protect quality of water in Lake Rotorua, whilst acknowledging cultural, economic, and environmental concerns of stakeholders
• Responsibilities:
• Management of team of 4 Consulting Officers
• Judge of Sharemilker and Farm Manager of Year for region,
• Finals Judge Ahuwhenua Trophy
• Running of corporate discussion groups
• Manage Key Accounts in Central Plateau / Bay of Plenty
• Coaching and mentoring people within DairyNZ, and to local farmers
• Part of early response team for animal welfare issues
• Seconded to animal welfare cases
• Trained InCalf advisor
• Trained in Overseer, nutrient management
• Trained as coach
• Chaired and facilitated meetings between Regional Councils and Farmers
• Developed Focus Farms
• Initiated Maori engagement process
• Seconded to MAF for Animal Welfare cases.

• In charge of 8 broiler houses of 55,000 chickens each and manged 6 runs in one year. Produced 2.6 million chickens for Inghams in one year which was at the time largest broiler operation in New Zealand.
• Improved financial performance by 50 % and moved up ranking within Broiler operations for Inghams
• Used recognized breeding practices to stabilize and improve stock

Lower order sharemilker milking between 300-600 cows in Matamata Te Poi area.

improved productivity and profit on farm, set record production

• Trained as commercial consultant that charged for services in where MAF provided free consultancy.
• Managed 10,000 bulls on Contract for Riverlands, including fiance component.
• Refinanced and developed budgets for Farming businesses mainly in King Country.
• Developed Strategy for Speedrite to lift sales in Brazil.
• Resolved problems, improved operations and provided exceptional service
• Resolved conflicts and negotiated mutually beneficial agreements between parties
• Developed and maintained courteous and effective working relationships