Marc Hainen
Graceville,Australia
Summary
An experienced GM and senior executive with large people leadership roles across a range of building materials and industrial markets, utilities and service industries. A track record of delivering very significant financial performance improvement, often in difficult market environments and business turnaround positions, with the ability to develop clear strategy and execute these comprehensibly. A passion for developing people, safety and a customer centric environment. Deep experience in sales and marketing management, operations and manufacturing as well as logistics and supply chain. Experience in large geography, multi-site environments in Australia, NZ and the UK. Represented Fletcher Building Ltd on the board of a number of subsidiary companies
Overview
36
36
years of professional experience
Work History
General Manager - Distribution Division & General Manager Strategic Growth
Steel & Tube Ltd
11.2017 - Current
- Full P and L accountable for the Distribution division. Revenues of $400m and ~450 staff across a nationwide branch network. NZ market leader in the distribution of a variety of steel, fasteners and industrial products. Additionally held accountability for M & A and major growth programs for the business
- Key Achievements;
- Led the turn in around in divisional performance from a breakeven position to ebit > $41m (F22/23) ROFE of 23%, customer net promoter score to industry leading high of +61 and record staff engagement scores. Share growth in all target product categories
- Developed new line of business pricing structures, pricing analytics and pricing process and controls leading to a rapid increase in margins
- Completed a network optimisation co locating multiple business streams and in housing a major 4PL warehouse. Significant increase in service performance, freight, and operating cost reductions
- Led new procurement and inventory planning process resulting in sustained improvement in delivered costs and product margin/return on investment
- Growth in high value, strategically valuable segments including the acquisition and integration of Fasteners NZ and Kiwi Pipes & Fittings. Major capital investment in steel processing machinery and launch of several highly successful new product categories
- Based on customer segmentation approach, introduced clear value propositions for key customer segments. Reset of sales team and new central customer experience centre aligned to specific customer segments. Led growth of digital ‘webshop' offering to mass market segment and EDI to premium customers
State General Manager (QLD/NT)
Bondor Australia
04.2016 - 11.2017
- Full P and L accountability with business revenue > $50 Million and ~100 staff. Role includes responsibility for sales teams, 2x manufacturing lines as well as contract installation business.
- Key Achievements;
- Delivered a step change in earnings with top line growth (+24% versus corresponding period LY) and margin growth (+2.8% versus LY period) whilst reducing operating costs
- Successful acquisition and integration of Solaris Business. Manufacturing integrated into existing business whilst separate brand and front end maintained to focus on building materials merchants and smaller residential roofing contractors
- Introduction of core sales processes and CRM project tracking systems as well as leads management process managed by internal sales teams. Development of additional sales resource to focus on product specification as well as relationship with the Australian Institute of Architects
- Developed new service offer with improved manufacture and delivery time frames whilst optimizing manufacturing efficiencies. Installed new robotic arms and CNC profile machines to increase output in door and modular buildings. Reconfigured factory layout including automated packaging of both lines through single process
- Led the development and current launch of several major growth products including Secure Lap System for commercial roofing, relaunch of enhanced SolarSpan range as well as the Luxewall and Designer Wall residential cladding and fencing products. Initial sales above target revenue and margin %
- Introduced new tender management processes including central estimation and pre contract governance designed to reduce risk and optimize profitability. A number of major contract wins and completed at on or above project forecast margins. Significant improvement in safety results
General Manager - Operations, Sales & Marketing
Tradelink
03.2014 - 03.2016
- Accountable for Tradelink national sales and operations. Revenue of $AUD 750 Million & 1500 staff including 90 field sales staff, 119 showroom sales staff and 35 estimators. 219 branches, central marketing function and warehouse distribution centres (4x) sites.
- Key Achievements;
- Increased network operating profit by >50% YOY (2015 financial year v prior). Reported FB Ltd financial results NZD $4M f13, $12M f14 and $17M f15. f16 $24M
- Refocused sales force from branch structure to develop a specialist, professional team focussed on the best value accounts. Introduced comprehensive range of sales performance metrics, redeveloped CRM systems, league ladders and incentives. Account managed accounts grew >10% YOY and same store sales growth and share was positive for 24 months in a row after several years of decline. Introduction of 4 new professional field sales managers and learning pathway training program for all sales staff (rogenSi)
- Developed “making the most of every sale program' aimed at increasing margin. Supported by new margin performance metrics. Margin growth increased by >1% point YOY
- Developed marketing plans for several major new home brand product ranges though the DC network. Key Raymor (Bathroom products) range was a highly important launch utilising multi faceted sales and customer communications. Range now accounts for almost 18% of sales at significantly higher margin than typical
- Introduced new branch account management system for branch managers and showroom staff. Program targeted mid/small accounts and utilised a CRM “light” system. Developed branch sales training and sales incentive system. Supporting this, a telephone account management team was set up focussed on growing the SME segment. Program provided a step change in sales focus at branch level and provided a turn round in sales performance in these segments
- Developed new branch fundamentals dashboard system that refocused branch managers to key fundamentals driving significant improvements in key metrics (inventory, DIFOT, GMS, controllable expenses, safety, vehicle efficiency and availability) Aligned reporting, performance management systems (including league ladders) and incentives. TRIFR reduced to 4.2 and significant increase in lead safety participation by all staff
- Implemented a new DIFOT measurement system nationwide to track delivery service performance of branches utilising sign on glass technology. On time in full delivery lifted from ~ 60% to >90%
- Developed central estimation and leads management team supporting the sales teams focussed in major commercial projects segment. Reducing off road time for sales staff, increasing quotation rates by>35%. Led negotiations with key suppliers on key tenders Complimenting this, developed a dedicated national major accounts and specification team focussed on major commercial projects and multi state accounts. This team completed a number of complex negotiations resulting in several high profile project and volume builder wins. Sales in this segment outperformed the market growing by >12% YOY
- Reconfigured 4 distribution centres to allow for significant volume growth in product (including major new WA site). Rationalised transport suppliers, retendered inter region transport and optimised into store distribution to more efficient, regularised delivery cycles. Implemented Hub and spoke delivery in selected regions optimising inventory, labour and delivery vehicle efficiency
- Launched an industry leading customer promise which incorporated delivery, stock availability, quotation turnaround, pricing and service “promises”. Focus was to provide internal alignment to servicing SME customers and grow performance in this segment. Launched new consumer (retail) and trade website. Grew primary customer satisfaction score (NPS) from 17% to >26%
- A division of Fletcher Building Ltd
General Manager - Steel Distribution
Fletcher Building Ltd
03.2010 - 03.2014
- Full P & L accountability for each steel distribution brand. Total revenue of $NZD 300 Million and 400 staff across 21 branch, warehouse and manufacturing sites. Approximately 60 sales and estimation staff.
- Key Achievements;
- Increased ROFE for combined business by 4x to circa 25% over 4 year period
- Integrated the reinforcing business into the larger Easysteel business achieving significant customer synergy and efficiencies
- Implemented a cost to serve framework that re orientated the business to highest profit segments and customers whilst focussed improvements on worst performers. Resultant step change in margins, freight recoveries and debtor days. Led strategic price management to optimize effects of highly dynamic steel and exchange rate price effects
- Managed the international procurement of steel supply from Australia and Asia. Opened a number of new trading relationships with Asian suppliers that resulted in step change in product cost, terms and improved quality. Worked with suppliers to reduce cost through the chain (primarily shipment, port delivery points and MOQs). With multiple visits to Asia for procurement developed a sound understanding of Asian business culture and process
- Introduced an SOP process that led to an inventory reduction of >20% whilst significantly improving stock availability in all branch locations. Re organised warehouse distribution system into 3 main centres optimising advantages of achieving minimum order size price breaks and reducing inter region freight
- Reinvigorated field sales teams and branch staff developing consistent customer account management practices (call cycle frequency, account planning, reporting) supported by the introduction of Sales Force.com and aligned incentives and performance metrics. Held personal accountability for major merchant channels and key account end users
- Introduced regionalised call centres for in bound order placement as well as an outbound cell in support of the field sales teams but also to account manage smaller (but high margin) customers. Significantly lifted share in this segment. Grew overall share YOY with a substantial lift in reinforcing products share
- Developed a range of complimentary new products and agencies growing new product share to >5% of revenue within 4 years
- TRIFR reduced to 0 with significant increase in lead measure participation by all operational staff. This was the lowest rate of any major FB business unit
- Completed a major rationalisation of expenses with significant reduction in head count, branch lease cost(closure and integration of brands), processing cost efficiency in manufacturing sites and reduction of waste
- Working with other FB companies led an integrated approach to maximise share and margin for the group to win a number of major infrastructure projects(Cement, aggregates, reinforcing and structural steel and concrete)
- Introduced a comprehensive range of performance metrics for our manufacturing, processing sites as well as steel fixing teams leading to a significant step change reduction in labour and waste costs whilst leading an increase in overall staff engagement of >10%
- A division of Fletcher Building Ltd
Chief Operating Officer-North, Regional Manager- South, and National Sales & Marketing Manager/Dricon BU Manager (3 roles over period)
Firth Industries
10.1998 - 03.2010
- Major sales and operation roles with revenue accountability between $120 Million and $300 Million over multiple sites. Staff between 160 and 350. FB Director of JV Business, Canterbury Sands Ltd. Pipe Co Certified Ltd, JFC Pumps, Oamaru Shingle Supplies Ltd and Kaipara Water Sands Ltd.
- Developed new merchant distribution channels nationwide including several new major accounts. Successfully grew share through these channels with significant profitability improvement. Held key relationship with each major chain HQ
- Led the development, launch and marketing of a new masonry product system (Anchor Wall/Keystone) that grew organically to become over 10% of the masonry business revenue. Led development of innovative raft flooring system (Ribraft) and a range of product extensions including environmental paving, flagstaff pavers and engineered concrete products. Introduced highly successful second brand into the Christchurch market “Canterbury Concrete” growing share in the residential market segment
- Led the acquisition and integration of several major new acquisitions- Including the Stevenson's masonry business and batch plant shared operation in the Auckland region
- Achieved YOY profit and share growth in all roles including a sustained performance during the global financial crisis despite significantly reduced volumes
- Won a number of major infrastructure projects including the Northern Busway project, Manukau Harbour crossing and Victoria Park tunnel. Through a deep understanding of the customer needs utilized unique, specification driven concrete technology and a compelling service proposition to ensure margins were maintained
- Introduced a comprehensive range of manufacturing metrics utilising lean approach Achieved record output from the masonry manufacturing plants at lowest ever per unit cost
- During the financial crisis implemented a comprehensive program of rationalisation and optimized the ready- mixed concrete network to significantly reduce cost to ensure profit growth was maintained
- A division of Fletcher Building Ltd
Marketing Manager, Residential
Mercury Energy Ltd
02.1996 - 10.1998
- New Zealand largest energy retailer. Accountable for the residential portfolio of approximately 280,000 customers.
- Led a major X functional project to develop a prepayment system for poor credit/transient customer base. Launched new technology EASYMETER system which include a network of prepayment Kiosks
- Led project team to review residential pricing structure. Intent was to provide a range of better solutions for our customers whilst optimizing the financial impact to through providing incentives to “smooth demand” to reduce expensive peak pricing. This led to the introduction pf the popular NightSaver package
- Developed a comprehensive range of marketing communication programmes using Direct mail, emerging digital communications, telesales and a major television advertising campaign in advance of full industry competition
Market/Product Manager
James Hardie Plc
02.1993 - 02.1996
- Accountable for a range of key product lines, NZ residential markets and NZ distribution channel management.
- Developed a new range of weatherboard products than supported the trend towards narrower, thicker profiles. Led nationwide launch through merchant, builder and sales team networks
- Developed new pricing model for merchant channels that allowed a level playing field but reward those for volume/growth and loyalty. Held key account relationship with all major merchant HQs and managed key interactions including pricing, promotional activity and new product launches
- Working with major suppliers developed and launched several major new prefinished products- Hardiglaze tile and Silkline soffit. Both were in response to market trends for interior tiled finishes and exterior brick where a prefinished soffit meant no exterior painting
- Led the major national TV and press “Fashion Houses” campaign
Business Development Manager
Initial Healthcare
12.1990 - 02.1993
- Led the development of Initials growth into new market segments and geography's across the UK
- Completed a major analysis of new education segment market structure, buying processes, key drivers and contacts
- Developed execution strategy for entry into the education segment and led the contacts from initial approach, pitch, tender documentation preparation and deployment
- Won several major polytechnic/university contracts which were profitably deployed. Education segment is now a key sector for the group
Marketing Officer/Graduate Trainee Program
New Zealand Insurance Group
11.1989 - 12.1990
- Completed the group graduate training programme
- Completed a review and redevelopment of all promotional materials and tools
- As part of a X functional team led the development and launch of a major new income protection package(PROTECT)
Education
M & A and Corporate Strategy -
INSEAD
Paris, France01.2022
Senior Leadership Programme - undefined
University of Melbourne- Melbourne Business School (Mt. Eliza)
01.2010
Graduate Diploma in Business - Administration
The University of Auckland
01.1999
Bachelor of Business Studies - Marketing
Massey University
01.1989
Skills
- Leadership and team building
- Problem resolution
- Operations management
- Team player
Languages
English
Native or Bilingual
Timeline
General Manager - Distribution Division & General Manager Strategic Growth
Steel & Tube Ltd
11.2017 - Current
State General Manager (QLD/NT)
Bondor Australia
04.2016 - 11.2017
General Manager - Operations, Sales & Marketing
Tradelink
03.2014 - 03.2016
General Manager - Steel Distribution
Fletcher Building Ltd
03.2010 - 03.2014
Chief Operating Officer-North, Regional Manager- South, and National Sales & Marketing Manager/Dricon BU Manager (3 roles over period)
Firth Industries
10.1998 - 03.2010
Marketing Manager, Residential
Mercury Energy Ltd
02.1996 - 10.1998
Market/Product Manager
James Hardie Plc
02.1993 - 02.1996
Business Development Manager
Initial Healthcare
12.1990 - 02.1993
Marketing Officer/Graduate Trainee Program
New Zealand Insurance Group
11.1989 - 12.1990
Senior Leadership Programme - undefined
University of Melbourne- Melbourne Business School (Mt. Eliza)
Graduate Diploma in Business - Administration
The University of Auckland
Bachelor of Business Studies - Marketing
Massey University
M & A and Corporate Strategy -
INSEAD