Glenn Sandall

Full P&L Responsibility for the NZBD’s North Island business Accountable for leadership and performance of the North Island NZBD brick team by preparing and implementing strategic, operational and tactical plans to achieve NZBD financial targets, performance objectives and management expectations Minimises selling expenses, doubtful debts and delivers credit (DSO) targets 14 direct reports comprising of Account Managers, Business Development Manager, Customer Service staff and a Yard Manager, 22 staff overall Member of the NZBD Senior Management team

Manage eight sales professionals nationally and responsible for group sales and margins from four large residential factories, one large commercial factory and one aluminium entry door factory. Responsible for working closely with Bradnam’s Branch Managers and taking joint ownership of EBIT results as a key driver in each branch Ensure the Bradnam’s window brand image in the market is portrayed at the highest level and that Bradnam’s business behaviour is at the same level Exceeded sales plan and grew sales in year one by 30% EBIT in year one improved by 15% Year two achieve sales plan and grew sales by 28% EBIT improvement of 263% in year two

Forecast, budget and exceed planned tonnage for 50 + Nulook Licensees. Convert competitor fabricators to a Nulook fabricator and meet conversion tonnage forecasts Exceed planned group housing joinery sales from Nulook and Bradnam’s supply agreements. Secure new group housing NALCO supply agreements Group housing account management including re-negotiating supply agreements, price schedules and management of show home discounts, rebates and marketing support Manage all Nulook Licence agreements to ensure they are current and up to date Manage 50 + Nulook Licensees payment terms, achieve average DSO of 39 days and ensure NALCO have no bad debts Converted one Fisher, two Fairview and two Omega fabricators to a Nulook Licensee Reduced Nulook’s DSO’s from 46.1 days to 37.7 days

Manage a team consisting of two sales representatives and four customer service representatives within Auckland. Maintaining branch costs and product margins in line with exceeding the planned EBIT outcome of the operation Business development activities that lead to substantial growth within the region

Manage eight mobile shops and a sales force of ten Achieve branch sales targets and control costs within budget Forecasting of sales and new accounts on a weekly basis Coach, mentor, interview/select and motivate sales staff Manage property, stock and mobile shop vehicles

Manage credit team of fifteen including external contractors Development and implementation of critical success factors and KPI’s Management of the litigation and Baycorp processes Establish and maintain relationships with Budget Advisors, Credit Unions, Banks and Debt Collection Agencies Coach, mentor, interview/select and motivate credit staff Develop customised training packages for Office team, Field team, Supervisors and other departments

Manage seven staff (four in sales, two in credit control and one repossessing employee) in a seven-day a week operation Responsible for staff appointments, terminations, disciplinary action, petty cash management, credit collection, sales growth, key account management, branch cost management, exceeding profit budgets, showroom presentation, stock management, sales and profit forecasting, authorising and performing repossessions

Started in telephone sales, promoted to Sales Representative and then promoted to Northern Region Product Manager. Provide direction and leadership to a team of four sales representatives and six telephone sales personal Responsible for setting monthly budgets and monitoring call cycles Responsible for managing purchasing of stock from Japan, Australia and the U.K

Winner of Seagull Trophy RNZAF “Well Done” Award Winner of 141 Flight Trophy for outstanding achievement in sport by an RNZAF sportsperson Member of the Cyclone relief team in Fiji Member of Royal New Zealand Ground Defence Force