Sarju Shah

CEO & MD for Jaspa Food Pty Ltd. Jaspa Food acquired: 1. SSS Foods Sept 2018 - www.sssfoods.com.au 2. Kosher Foodsters May 2022 3. BTO Top Taste June 2022- www.btofoods.com.au 4. Eat Gourmet Yoghurt April 2025 - www.eatgourmet.com.au - Winner of "Fresh Food" Category Local Business Awards 2019 - Attained Kosher Certification 2020. - Winner of "Fresh Food" Category Local Business Awards 2020 - Attained SQF Certification 2021. - Finalist of "Fresh Food" Category Local Business Awards 2021. - Completed numerous private label contracts inc national private label contract for retailer for 2.5 years. - Established state of the art factory August 2023. - Relocated all brands into new factory Sept 2023. - Launched Jalsa Foods with a focus on bringing authentic Indian foods to the Australian palete August 2024 (www.jalsafoods.com.au) - Due diligence, acquisition completion and transition into purpose built food site. Revamp of all processes and systems to incorporate each business and drive synergies - Additional capabilities around contract manufacturing launched with 3 clients coming on board Our brands can be found in Woolworths, Harris Farm Markets, Coles, IGA, Supabarn, Friendly Grocer, Foodworks, independent stores and food service venues

Jaspa King Recruitment is is a privately owned Australian recruitment and search firm. Founded in 2013 it was created as an alternate option to the mainstream recruitment providers and offers organisations that find it challenging to source talent an opportunity to be pro-active and target the technical and operational areas of industry. With unparalleled experience specialising with the Supply Chain, Healthcare, Direct Selling, and e-commerce Executive recruitment market, Sarju has developed an in-depth knowledge and understanding of this sector through 15+ years senior work experience and effective networking. Sarju takes pride in continuing to build his already substantial network of professionals throughout Australia and overseas. This enables Sarju to provide market and salary knowledge to his network of clients, candidates and industry leaders alike. To find out more about Sarju’s experience and specialisation he can be contacted on +61 403 871 275.

Responsible for the national health care business coivering all departments from Quality, Safety, H.R, Sales, Operations, Transport, Customer Service, Finance, Credit Management, IT and Project Management. Clients are from pharmaceutical, health food, clinical trials, surgical, medical device and medical equipment categories. Achievements • Migration of three sites and 12 contracts into a purpose-built Healthcare DC costing A$54m whilst maintaining “Business As Usual” with nil impact to service levels Drive strategic planning process to re-brand the Business Unit with target list, mission and vision • Introduction of new Healthcare sectors (frozen and Clinical Trial) • > 1,000 days without Loss Time Injury (LTI) • Restructuring of portfolio with the introduction of new Management to support Process Improvement across all facets • Improved Inventory Record Accuracy from 85% to > 99.5% • Tendering, negotiation, project planning and migration of new clients onto SAP ECC and SAP EWM • Migration of existing clients from Accpac (legacy system) to SAP ECC and SAP EWM • Completed NUW EBA negotiation with nil impact to productivity • Successfully renegotiated and retained agreements with three existing clients • Introduction of a series of activities to improve % wages to sales ratio by 10PTS • Completed numerous negotiations with major client to deliver >$800K to the Linfox bottom line • Negotiated an annualised $150K rebate from parcel carrier for one year plus the next 3 years

The Iconic is backed by Rocket Internet GmBH/JP Morgan/DST/Summit and the fastest growing pure play e-commerce retailer for fashion across Australia and New Zealand (www.theiconic.com.au). I am responsible for the hands on and strategic development of the end-to-end Supply Chain. I am responsible for Buying Operations, vendor management and compliance, operations, returns, transport and international logistics. Achievements • Developed a business model to support the relocation from a 3PL to a standalone operation covering distribution across Australia and New Zealand. 3PL agreement terminated, warehouse sourced, terms negotiated, 75 staff recruited and warehouse commenced operations within a five (5) week time frame. Introduction of various people and WHS policies to support the DC people plan. • Restructuring of DC to support cost objectives • Introduction of a Supplier Handbook to support improved product flow from source to inbound DC operations • Introduction of innovative transport solutions to enhance Customer experiences • Manage transport spend in excess of A$5m • Re-tendering, negotiation of new labour rates realising 20% labour savings Key Responsibilities • Ensure costs and expenses are controlled from planning to execution (budget in excess of A$20m) • Ensure the efficient, accurate and economic fulfilment and delivery of all order types. • Responsibility for facility, buying operations, EHS, Operations, Transport, vendor management, inbound logistics, customs and returns. • Economic management, receipt, storage and movement of Finished Goods such as fast moving fashion (shoes, apparel, jewellery, sports accessories) • Ensure availability of sufficient Inventory to balance Sales demands and Inventory holdings. • The P&L performance of each customer contract and depots • The planning and recommendation of capital expenditures for the acquisition or leasing of new equipment or property in order to increase efficiency and services.

BagTrans is a specialist provider of high complexity logistics services to companies in the FMCG, food & beverages and pharmaceutical sectors. BagTrans is majority-owned by boutique Private Equity group, Yarra Capital Partners. Achievements • Preparation and launch of “Safety Blue print” in January 2012 • Restructured branches and work shop to support business growth and cost objectives • Preparation and introduction of various people, safety and business policies (e.g. Procurement, mobile phone, Credit Card). • Managed end-to-end fork lift RFP preparation, rate negotiation, sell owned equipment, transition new equipment. Tender value $660K. • Managed end-to-end negotiation of a fuel tender resulting in a $60K saving, removal of a bank guarantee costing $20K per annum and introduction of free health testing for all drivers. • Introduction of new sub-contractors/improved relationship management with existing sub-contractors to manage volume peaks and troughs Key Responsibilities • Manage the strategic and day to day operational functions of the BagTrans business and customers and ongoing relationships. • Support the company’s involvement in the Truck Safe and NHVAS certification programs. • Provide leadership and effective management to Branch Managers, Fleet Manager, Agents, sub-contractors • Review customer specific KPI’s and develop, implement and monitor corrective and preventative action plans to improve service levels and/or reduce costs. • Promote the development and implementation of effective SLA’s with all customers. • Coordination and control of freight movements between all BagTrans depots, agents and subcontractors (road, rail, sea and air). • The continual review, evaluation and development of the effectiveness of each contract’s performance. • P&L performance of each customer contract and depots • Planning and recommendation of capital expenditures for the acquisition or leasing of new equipment to increase efficiency and services.

Sourcing, Inventory Management, Supply Planning, Operations, Transport, Contact Centres, H.S.E, Security and Maintenance. - Re-structured Management teams to ensure that focus was centred around safety, engagement, service, inventory, quality and cost - Improved the Safety Total Recordable Cases from 20 (Dec 2009) to 2.2 (Aug 2011) - Improved the people Engagement Survey results by 17 Points YE 2009 - Nominated to become a Coach for a Senior Manager in Taiwan - Appointed Green Ambassador for Avon to coordinate a series of programs to reduce paper consumption, energy and recycling programs for cans, paper, and mobile phones. - Implementation of 12 Literature Dispensers to automate the picking of print pieces in March 2009. Capex of A$500K with a 2.5 year Return on Investment. - Managed the complex closure of the New Zealand office in April 2009 - Off-shored and outsourced Contact Centres from New Zealand and Australia to Philippines in April 2009 saving A$600K per year - Re-negotiated air freight spend from Sydney to New Zealand saving A$200K per year - Tendered, awarded and migrated Third Party Logistics provider to manage A$1.9 million off-site bulk storage up to 9,000 pallets in June 2009 - Managed the upgrade of the Paperless Warehouse Management System in June 2009 with nil impact on productivity

• Review national product ranges and categories to enhance supply chain. Building and enhancing relationships with suppliers to assist with slow and obsolescent stock clearance, improve speed to market of new products to provide API with a competitive advantage • Working continually to maintain a service level of 99.7% for A Class PBS products • Working closely with Manufacturing, State Operations, Sales, Marketing, Merchandising and Information Management teams to enhance M.R.P, improve speed and type of reporting, improve internal stock transfer processes, reduce inventory across all DC’s whilst maintaining desired customer service levels • Project Manage and participate in the design of six integrated retail and pharmaceutical DC’s totalling 80,000m2. Factors to consider include Security, Cold Chain, numerous picking solutions, automation, systems, procurement strategies, and transport and risk management. This is a three year project with Capex of over $60m • Manage Logistics, Inventory Control, Customer Service, Credit Returns and QA functions for a range of pharmaceutical, beauty and promotional products. Camellia site is highly automated with an A-Frame (automatic picking system), vertical fridge carousels, RF, pick to light and pick to voice technologies. Manage overall financial accountability and processes for over 21,000 SKU’s valued at AU$60million at Camellia NDC • Create and review reports to make informed decisions regarding stock movements/expiry management and general stock issues. Direct the initiation of corrective measures for continual improvement • Implementation and management of Third Party Logistics contracts • Responsible for site readiness of NSW sites for Movex ERP implementation. Involved extensive travelling, re-engineering of branch processes and migration from legacy IBM Mainframe system.

• Procurement, inventory management, cyclic stock taking and warehousing of U.N contingency stock, pharmaceutical, anti-biological warfare agents, dangerous goods and medical equipment line items. Total value of inventory in excess of A$18 million • Domestic and international planning, scheduling and distribution to over 500 Military customers • Liaising with suppliers, Defence customers and members of the Contract Management team to resolve contractual issues, supply discrepancies, queries and operational issues • Management of diverse work force, staff recruitment, training and performance reviews • Management experiences that involved negotiating contract variations

Lean for Leaders

MBA (Strategy & Management)

Bachelor Pharmacy (Hons)