Abe

Senior transformation and strategy leader with 16+ years across industrial operations, technology, logistics and manufacturing, combining structured problem-solving with hands-on execution. Experienced in translating group strategy into measurable operational and financial outcomes, establishing PMO governance, building investment cases, improving working capital and productivity, and leading cross-functional initiatives through implementation. Recent work with CIMC Australia includes group strategy, a $20M tanker-build PMO, a $350K working-capital proposal linked to $11.4M faster revenue recognition, inventory reduction from $11M to $7M, and product prioritisation that improved China lead-time commitments from 2–3 months to 15–20 days.

MBA-qualified engineer with strong executive stakeholder engagement, analytical rigour and a track record of building operating mechanisms that sustain results.

Strategy & Integration Manager (Fixed Term Contract) at CIMC Australia Group (2025 – Present)

Group-level strategy and transformation role across CIMC, MLI and GTE, partnering with the CEO, CFO, divisional GMs and functional leaders on growth, operating performance, capital priorities and execution.

• Established MLI’s PMO for approximately $20M of tanker builds after diagnosing long lead times as a constraint on cash flow and revenue recognition; introduced project visibility, governance, stakeholder cadences, dependencies, Monday.com and automated project updates.
• Built the $350K working-capital proposal for CEO/CFO consideration by decomposing the tanker order-to-delivery cycle, analysing historical sales, long-lead OEM components and standard product configurations; modelled a 19% lead-time improvement and approximately $11.4M faster revenue recognition.
• Developed an inventory planning model from historical sales, SKU variants and procurement lead times and converted it into a Power BI operating mechanism; inventory reduced 36%, from $11M to $7M, while quarterly replenishment activity reduced from 11 ad-hoc orders to 4 planned orders.
• Led Project Starlink product prioritisation by synthesising fragmented qualitative and quantitative inputs across commercial, engineering, manufacturing and supply chain; narrowed 18 SKUs to 4 priorities and aligned group resources toward higher-demand, higher-margin products.
• Built the group Commercial Operating System to support a new dealership growth channel; aligned CEO and three GMs, delegated ownership across Engineering, Sales, Finance, Operations and Strategy, and standardised 30+ business processes and information assets within two months.
• Analysed CVA commercial performance, product-line gross margins and market position to shape a national dealership strategy; built the partner economics at approximately 9% dealer margin and helped onboard 2 of 5 targeted partners with approximately $5M combined annual revenue potential.
• Supported three divisional GMs in converting three- and five-year priorities into a smaller set of group goals, using sales, inventory and operating data to challenge priorities and align initiatives including dealership growth, service capability and China engineering support.
• Redesigned group quality governance across Australian operations, engineering and Chinese manufacturing; created fact-based performance visibility showing rework affected only 0.54% of gross profit and embedded AI-assisted follow-up that reduced weekly administration from about 2 hours to 15 minutes per user.
• Assessed engineering workflows across CVA, MLI and GTE to shape a future PDM investment decision; documented operating-model differences, mapped the CVA workflow in BPMN and proposed middleware to preserve and translate cross-border design collaboration with China.
• Built a market-sizing approach using ARTSA registration data and government freight-task sources where conventional market data was incomplete; insights informed digital marketing changes as curtainsider sales increased 11% in Q1 2026 while CIMC market share increased 1.3 percentage points.

Senior Implementation Manager at M2X (2023 – 2025)

Led complex B2B SaaS transformation programs for FMCG and logistics customers across Australia and New Zealand, bridging customer executives, operational teams, developers, analytics and enterprise systems.

• Led Fonterra Australia’s national TMS implementation across 100 trucks, 70+ daily collections, 400 locations, 25 key operators and 65 drivers; reviewed 50+ SOPs, mapped current-state operations, prioritised solution gaps, governed delivery and delivered all commercial phases on time.
• Owned Fonterra’s SAP Cloud Integration workstream, translating operational requirements into API/JSON structures, coordinating developers, defining test plans and establishing the support model; implementation generated $300K in project revenue and $250K ARR.
• Turned around Tyrecycle’s strained customer relationship by using FMEA and end-to-end process analysis to challenge approximately 35 requested product changes; reduced the requirement to 3 unique initiatives and 4 urgent business areas, protecting $350K ARR and adding $50K ARR.
• Directed McColl’s Transport implementation across 200+ trucks and 100 drivers; assessed 70 product/process gaps, aligned the customer on 25 critical items, coordinated 20+ feature builds and testing, and secured $200K ARR.
• Built 11 operational dashboards by converting REST API/JSON data into KPI logic and guiding BI analysts through build and validation; the customer used the insights to increase monthly collection volumes by 28%.
• Matured delivery disciplines covering scope, risks, issues, statements of work, testing, reporting and cross-functional accountability across concurrent customer programs.

Global Warehouse Operations Program Manager (Secondment) at Amazon Web Services (AWS) (2022 – 2023)

Global warehouse operations and supply-chain program role supporting AWS Just Walk Out across 14 warehouse sites in Australia, the US, Canada and the Netherlands.

• Standardised global definitions for inbound, outbound, service-request, picking and space-utilisation KPIs, then migrated legacy Excel-based KPI calculations into AWS QuickSight using SQL and automated data pipelines to create a consistent leadership reporting mechanism.
• Established the Australian Just Walk Out warehouse model, assessing third-party warehouse options, selecting the operating solution and planning inventory deployment against bills of material and future store construction demand.
• Built a critical-spares forecasting strategy using historical hardware failures and service demand; replaced blanket BOM stocking with risk-based inventory and reduced warehouse-space requirements by 17% across the 14-site network.
• Planned the phased redesign of the Seattle warehouse layout to separate returned/decommissioned hardware from new deployment stock while maintaining day-to-day operations.

Technical Operations Manager – Amazon Hub at Amazon (2019 – 2022)

Owned technical and field operations for Amazon’s Australian click-and-collect network, combining national rollout, service performance, contractor governance, commercial planning and continuous improvement.

• Launched 100 click-and-collect locations in the first three months, selected a national field contractor and trained 10+ subcontractors; established a 24-hour service SLA versus the 48-hour global benchmark and later supported a network exceeding 1,000 locations at 99% uptime versus 95% globally.
• Managed approximately $5M annual Capex/Opex, coordinating expansion forecasts, hardware distribution and contractor commercial negotiations; delivered expansion projects an average 4% under budget in each