Louise St Clare

As a consultant my role was to analyse AroFlo functionality against the current operations to identify if it was fit-for-purpose, and if so, whether further customisations would improve productivity and business process - Set up COGS transaction processing from AroFlo to MYOB to ensure accurate financial entries - Moved business transactions initiated in MYOB to AroFlo to streamline data entry and ensure one source of truth - Set up an automated payments gateway to enable customers to review and pay invoices online, reducing the need for several conversations and manual processing through an EFTPOS machine - Enabled contractor access to AroFlo to allow access to jobs allocated to them, for review and update. - Created repeatable process for the reconciliation of major accounts eg Accounts Receivable and Inventory between MYOB and AroFlo - Created periodic jobs to drop on predetermined dates to enable improved management of repeating work, and to simplify the release so that jobs were not duplicated - Created reporting suite for the business from AroFlo - Analysed parts usage over a 3-year period to improve inventory management and control - Created AroFlo email protocols so every email is saved onto the job to enhance one source of the truth - Created new confirmation of offer and invoice documents in AroFlo to streamline the sales process

As a Business Analyst / Consultant at Resene Paints, I focused on optimizing supply chain processes and driving business improvements. Key highlights: -Strategic Materials Requirements Planning (MRP) Review in Infor M3 successfully enhanced production planning, raw material and packaging forecasting to meet customer demand across 1,000 products and 70 stores. - Production Planning Leadership, managing production planning processes for 18 months. developing tools and repeatable processes to reduce out-of-stock situations. - Demand Forecasting Expertise, analyst on the implementation of Infor M3 Demand Planner software to accurately forecast. sales and purchasing demand for the business across 16,000 items, managing cultural change for accountability for forecasting. - Logistics and Warehouse Optimisation, improving movement, replenishment processes, and stock layout optimisation. - Warehouse Scanner Implementation: Project Manager of the implementation of latest technology warehouse scanners to reduce business risk associated with obsolete scanners and enhanced warehouse productivity.

I was employed to review performance and critical processes within a newly acquired technology business, with a focus on process improvement and streamlining activities. Strategic Process Review of acquired technology business, mapping existing business and financial processes, identifying gaps and areas for improvement. Implemented process enhancements and technology optimisations. with Simpro (field services software) and improved monthly financial reporting. Led a 4-person Customer Service Team as the Commercial Manager.

Managed 55,000 ($17M) Automotive sku’s with a team of 5, responsible for purchase, availability, valuation & pricing. - designed & implemented inventory valuation methodology improving gross margin of salvage parts by 2% - established ‘Vendor Managed Inventory’ for fast moving parallel parts reducing lead time from 4 months to 4 weeks

Monitoring a suite of projects during start up phase of business. - Creating & monitoring project plans - Identifying risk & agreeing mitigation strategies - Integrating 7 staff into customer site to manage end-to-end procurement & physical receipt of product($15M pa)

Managed 128 Merchandising team in Bunnings environment, manual handling safety & budget management, productivity. Liaising with 4 business Sales Teams. - automated quarterly update of min/max parameters to free Sales Team from admin tasks

Responsible for Payroll & HR Admin Teams for 4,000 employees & completion of Remuneration Report ( part of Annual Report) for publicly listed company. - successful migration of 1,700 employees (from acquisition) onto SAP payroll.

Managed newly formed Customer Service Centre with 50 staff processing sales & credits and answering technical & general enquiries for 7 businesses. - Automated sales order processing with optical reading software into SAP - Implemented call recording - Achieved 90% calls answered within 20 seconds and 96% accuracy

Initially contracted to re-establish Internal Audit Function, managed Finance Team for 8 months when senior finance members seconded to project in Australia, including over the half year and year end for this NZ listed company. Moved into the business to assume responsibility for Retail including 2 Call Centres of 250 people, 2 Billing Teams and the Credit Function.