Strategy and Operations Lead, APAC Go-To-Market
Three pieces of work that show how I run a decision rhythm, build tools teams adopt and turn a capability into a go-to-market service
Each case sets out the problem, what I did and what changed. The figures match my CV and carry the same scope. No confidential employer data appears on this page.
90+ initiatives across 4 sectors move through one decision path, from the opportunity case to a monthly value review with the ELT and CFO
The problem
Ventia's first enterprise-wide value-creation program spans procurement, operating-model, workforce and technology levers in 4 sectors. It needed one way to decide what moves forward, what gets funded and what value has actually landed.
What I did
- Built the delivery organisation and PMO, with stage-gate governance and a named owner on every initiative
- Set up Steering Committee reporting on delivery health, risks, dependencies and benefits
- Ran investment decision forums that prioritise against benefit baselines agreed with Finance
- Built the Databricks analytics backbone across $4.3B of spend that sizes each opportunity and tracks the value delivered
What changed
Eight-figure value delivered in-year, on a program delivering 6% of group EBITDA in FY26, reported monthly to the ELT and CFO.
- Analytics backboneFinds and sizes the opportunity across $4.3B of spend
- Sector ownerTakes it on with the business case attached
- Steering CommitteeReviews delivery health, risks and dependencies
- Investment forumPrioritises against Finance-agreed baselines
- ELT and CFOMonthly review of value delivered
Sectors were engaging the same suppliers separately across about 14,000. Supplier Finder gives go-to-market and procurement teams one place to look
The problem
Ventia manages roughly 14,000 suppliers across Australia and New Zealand. Sectors had been engaging vendors on their own, which created duplicate arrangements and agreements without harmonised pricing.
What I did
- Framed the issue and validated the duplication hypothesis before building anything
- Brought the bid, procurement and data platform teams together on requirements and wireframes
- Took it from wireframe to a test on production data in 6 weeks
- Ran demos to drive adoption, then agreed ownership with the data platform team for production
What changed
60% less validation and search effort for the teams using it. OpenAI's deployment team came in to help take it to production.
less effort spent validating and searching for suppliers, across a book of about 14,000.
Trade partners ran their own sales tests in about 20 hours. On Woolworths' A/B-testing platform the same read took about 2, and it became a $5M ARR service
The problem
FMCG suppliers wanted proof that their retail media advertising with Cartology, Woolworths' retail media business, moved sales. They were running those tests themselves, at about 20 hours a read.
What I did
- Product-owned MarketDial, the store-level A/B-testing platform, across Australia and New Zealand
- Managed the testing that validated suppliers' retail media investment
- Proposed go-to-market plays for activation, planograms and promotional pricing
- Brought construction, commercial and marketing teams onto the same platform
What changed
A new testing service worth $5M ARR. Active users grew 146% in 12 months from about 900, and tests run grew more than 250% a year.