Tracy Brown

Reporting to the CEO, this role encompassed executive leadership of the vertically integrated end- to- end supply chain from supply source to export and distribution of finished goods - Manuka Forest development, Apiary, Extraction, Manufacturing/Production,S & OP, export to market, shipping, in -market distribution and logistics.

A key aspect of this role was stakeholder collaboration and management encompassing suppliers, landowners, investment partners and api-industry participants.

The role also involved frequent collaboration with the Board with input into longer term strategic direction

• Redevelopment of commercial contracting framework to optimise supply volumes, cost and revenue share arrangements and improve risk management.
• Streamlined operations by implementing organisational structure changes, process improvements and optimizing resource allocation.
• Cultivated company-wide culture of innovation and collaboration.
• Led cross-functional teams to execute high-impact projects on time and within budget constraints.
• Established strong partnerships with external stakeholders to build long term strategic supply partnerships and enhance corporate reputation.
• Supported business growth through strategic planning and process development.
• Change champion to build a strong Health and Safety awareness and culture within the business.
• Thought leadership and co-executive sponsor on current ERP and supporting systems upgrade/overhaul and process re-design.

Reporting to the CEO, this role was part of the new executive leadership intake in 2020 tasked with transforming the Comvita operational model and resetting the business for long-term sustainable and scalable growth.

• Executive leadership over manufacturing, sourcing, procurement and supply chain team encompassing Comvita own manufacturing and contracted suppliers, S & OP, export to market, shipping, in-market distribution and logistics.
• Developed and initiated Supply Chain strategy to drive company growth,increase market share and profitability, reduce manufacturing & supply chain costs.
• Drove operational strategy which enabled administrative and cost efficiency - Streamlined operational processes and procedures while enhancing production capacity and efficiency,market delivery and customer service levels.
• Re-established and improved S & OP processes
• Managed financial, operational and people resource to optimise overall value- chain performance.
• Oversaw business-wide changes to modernize procedures and build capability within the organization.
• Directed technological improvements in production and supply, reducing waste, minimising operational bottlenecks and increasing manufacturing capacity and efficiency.

Reporting to the Chief Supply Chain Officer, my role entailed overseeing several strategic workstreams within the global supply chain in order to:

· Prepare the Global supply chain side of the business (including collaboration with Industry and global partners, Industry forums and Zespri Board) for the rapid growth planned,

· Deepen the integration of the end- to- end global supply chain,

· Be a “change champion” through applying appropriate operational expertise and thought leadership to markets evolving their operating models.

Reporting to the General Manager Supply Chain, and a member of the Supply Chain senior management team, my role was accountable for leading the operational execution of the New Zealand season.

· Leadership of the Planning & Supply function (25 + FTE plus seasonal contractors) to successful operational delivery of the NZ season

· Building management and leadership capability alongside a culture of empowerment within the Planning & Supply management team.

· Leading the “bedding in” of the Supply Chain Efficiency solution post implementation

· Leadership of New Zealand supply function as part of Sales & Operational planning, and Industry Forums (ISG, IAC)

· Overseeing and supporting functional managers during the negotiation of the Annual Supply Agreement with Industry partners.

· Operational/supply chain expertise support to key projects

Secondment reporting to the General Manager Supply Chain Development, the role was created to facilitate the successful design and delivery of the Supply Chain Efficiency solution which also encompassed a significant SAP systems upgrade.

· Thought leadership of business transformational aspects of solution design in keeping with supply chain best practice. This included challenging both the business and the project technical team to move out of the ‘comfort zone' across the lifespan of the program.

· Engagement and leadership with Design Group on business impacts of key design decisions

· Ensuring the solution design was well integrated in the wider business context (business processes not directly impacted by the program)

· Leadership and execution of stakeholder management plan in the business and with wider Industry partners Operational planning, and Industry Forums (ISG, IAC and Grower rep groups.)

· Overseeing and supporting functional managers during the negotiation of the Annual Supply Agreement with Industry partners.

· Operational/supply chain expertise support to key projects.

Reporting to the General Manager Supply Chain, and a member of the Supply Chain leadership team, this role required me to provide commercial leadership regarding contract negotiation, disputes resolution and the development of both annual Supply Contracts and administration of the Supply Chain elements of the Grower Pools.

I provided thought leadership for the future direction of NZ supply chain mechanics. This included formulation of commercial policy and frameworks and authoring Industry policy papers for consideration by ISG/IAC/Zespri Board and Executive. A requirement of the role was also co-ordination and leadership of supplier/ISG relationships, ensuring ZESPRI had a positive relationship with each post-harvest/grower entity.

Reporting to the Group Financial Controller, this role was responsible for the efficient production of accurate and timely budget and forecast data at a level necessary to 1) manage the business and 2) be communicated effectively both within the business and across the wider industry.

Additionally, the role was a key link in providing financial information across the business to improve commercial performance.

J& J Vision Care, the contact lens division of Johnson & Johnson, well established as a global leader in the manufacture of contact lenses and

distributed in over 70 countries worldwide.

As Finance Manager reporting to the Regional Financial Controller, I was responsible for management of all local and corporate reporting requirements.

KPMG (Tauranga)

Staples Rodway (Tauranga)

MRI Moores Rowland (London and Isle of Man)

• Engaged in Business advisory, Tax and provision of Audit services.
• Team management.