Adam Cutting

2017 Deans Honour Roll for Academic Excellence

Designed and developed analytical packages to support the General Manager Commercial Excellence through the plan and analyze phases of Rio Tinto’s Global Commercial Excellence Transformation (CET) Project. A project tasked with consolidating the commercial activities currently embedded within product groups into dedicated centers of excellence. • Designed future state processes considering all elements of process design, including safety, effort, skillset required, and communication. • Undertook process analysis to validate future state processes that supported the business vision; conducted more than 100 stakeholder interviews to validate process designs. • Supported, promoted, and championed transformation and change initiatives within the CET Project to promote organisational engagement; Conducted weekly “light touch” information sessions with line managers and department heads.

Managed the Steel and Steel Making Raw Materials Analytics Team responsible for conducting market research activities to support the execution of the tactical marketing plan. • Managed the development of near term supply-demand and price forecasts utilising a bottom up methodology, including the design and build of models to capture and analyse customer and competitor information. Achieved 90% accuracy in quarter ahead price forecasts. • Provided key analytical support for M&A and divestment projects by undertaking market intelligence activities and developing comprehensive insights into the external environment. • Scoped and established data analysis methodologies to address research questions; Published six market studies that were distributed organisation wide.

Manage USD120M in sales and associated commercial engagement activities involving eight accounts within the SE Asian and South American regions and covering the breadth of AngloAmerican’s portfolio of 10 metallurgical coal products. • Developed effective commercialisation strategies for new and innovative offerings; successfully negotiated AngloAmerican Metallurgical Coals’ first long-term contract in SE Asia generating USD43M in annual revenue. • Collaborated cross functionally to design and execute blending and third-party sourcing strategies; generated an additional USD720K in annual revenue during FY2012 employing various blending strategies. • Utilised elements of Agile methodology, to champion a cross functional team in analysing the interrelated activities of the contract to cash process; designed and implemented new processes and procedures resulting in a 40% reduction in sales contract processing times.

Delivered detailed supply-demand forecasts for the metallurgical and thermal coal markets. Managed and optimized a 12 million tonne coal sales book across 5 mining operations while coordinating the interrelated activities of the monthly sales and operational planning process. • Conducted pricing analysis to support the business with early identification of trends in price movements, product differentials, quality adjustments and financial markets; Identified opportunity to utilise latent port capacity and mitigated AUD2M in take or pay liabilities. • Performed competitor benchmarking against predefined metrics considering quality differentials, pricing basis and quotation periods. • Coordinated the Sales and Marketing component of the Sales and Operations Planning Process (S&OP). Developed product roadmap for new and existing products, identifying market opportunities, and defining the distribution strategy; improved transparency and greater alignment in planning processes resulted in a USD260K reduction in at fault demurrage charges in FY2011.

Principle Vale Australia business process representative responsible for managing a five-person team through the design, build, test and implementation phases of the global OneVale SAP project. An organization wide 12-month Enterprise Resource Planning system implementation. • Completed high-level design deliverables (BP documents; RICEFW, BI and Portal functional specifications); Ensured design deliverables were transitioned according project guidelines and standards; Achieved a less than 1% defect rate post go live, the lowest defect rate of the five SAP modules implemented across the project. • Facilitated validation workshops with key stakeholders including subject matter experts and business process owner ensuring that local design requirements comply with global template. • Provided concise, clear process documentation to support training, change management, testing and assurance across the program and enabled clean handover to the business owner.