Malcolm Bailey

As Managing Director of Interpath Services, a market leader in life science consumables, I hold full P&L responsibility and lead the strategic transformation of two specialised product and service businesses. My focus has been on repositioning Interpath from a niche supplier to a trusted advisor across the pathology, hospital, medical research, and scientific sectors. Key initiatives and achievements include: Strategic Reset: Developed and executed a new growth strategy to broaden market reach and future-proof the business, shifting from product-centric to customer-centric engagement. Digital Transformation: Introduced digital processing tools and led the development of a new e-commerce-enabled website, streamlining order placement and reducing manual workflows. Operational Excellence: Spearheaded the seamless relocation of our national distribution centre and head office, delivered on time and within budget, enhancing logistics and scalability. Culture & Engagement: Fostered a values-driven, inclusive culture by improving internal communications and employee engagement, aligning teams around customer value and service excellence. Interpath’s commitment to quality, sustainability, and innovation continues to drive our leadership in the Australian scientific supply industry. I work closely with global suppliers and local partners to ensure continuity of supply and deliver meaningful value to our customers.

Medshop, a leading medical supply and e-commerce business serving healthcare professionals across Australia and the Pacific Islands, I oversee strategic growth, operational excellence, and digital transformation across multiple markets. Medshop is part of the BUNZL Group, benefiting from global supply chain expertise and a strong footprint in healthcare distribution. Under my leadership, the business has enhanced customer experience, and strengthened its position as a trusted provider to hospitals, universities, government agencies, and private practices. Key achievements include: Overseeing the relocation of Medshop’s primary fulfilment centre to Dandenong South, VIC Business reset and working with the leadership team in driving e-commerce innovation with over 41,000 SKUs and 2M+ customers. Leading integration with BUNZL’s supply chain network to improve fulfilment and procurement efficiency Championing service excellence and sustainable development initiatives My focus remains on building scalable systems, fostering strategic partnerships, and delivering value to healthcare professionals through technology, reliability, and customer-centric service.

As a Non-Executive Director at Windermere, I contribute to the strategic direction, governance, and oversight of one of Victoria’s leading not-for-profit organisations supporting children, families, and communities. Over my six-year tenure, I’ve worked closely with the executive team and fellow board members to ensure strong risk management, financial sustainability, and alignment with our mission to empower vulnerable individuals. Currently serving as Chair of the Social Enterprise Risk Committee, I lead the governance of Windermere’s innovative social enterprise initiatives, ensuring robust risk frameworks and sustainable impact. My role involves: Providing strategic guidance on enterprise development and risk mitigation Championing ethical leadership and community-focused innovation Supporting board-level decision-making across finance, compliance, and service delivery This role reflects my commitment to purpose-driven leadership and community impact, complementing my executive experience in commercial environments.

Promoted in recognition of significant market growth and development accomplishments to develop a clear business plan with a focus on aged care, hospitals and community. Leading a direct team of 5 managers and indirect team of 60 sales staff, we achieved double digit sales growth per annum across a significant portfolio. I positioned the business to capitalise on new growth opportunities, creating customer value through supply programs and expanding our footprint through acquisition integration and dual-proposition development for a healthcare business and healthcare medical consumable business. I developed a high-performance selling team across the healthcare sector, repositioning team members to their strengths and creating winning culture.

Appointed to lead the NZ business and restructure, this time was marked by the onset of COVID, which forced a change of focus toward business continuity, while working remotely from Australia. The pandemic required us to pivot toward the healthcare sector to support our customers needs. We created greater operating efficiencies and synergies to accommodate market requirements . I improved employee engagement by including key staff in the creation of our business improvement strategy, establishing regular reviews, forums and KPIs, and traveling to NZ frequently to provide visibility and engage with team and customers.

Responsible for supplying everyday business consumable products across multiple markets with full strategic business development, commercial execution and P&L responsibility for the region. Leading a multi-state management team across Victoria, Tasmania, South Australia and Northern Territory consisting of 60 team members, I boosted revenue by more than 10% and reduced operating costs. I integrated multiple acquired businesses including a large acquisition in South Australia and improved market share in Northern Territory and Victoria, making inroads into key growth markets including healthcare and facilities management.