Michael Hirst

Address: Apartment *, Level **, ** Haig Street. Southbank. Melbourne Victoria. Australia 3005

Mobile 1: +041*-***-***

Phone Australia

Email acxt7n@r.postjobfree.com

Group Business Manager / GM / COO / Construction

• Versatile and highly accomplished Senior Executive Management Professional offering over 25 years’ experience in the areas of Organisational Start-Up, Organisation Integration & Restructure, Business Development, Operations Turnaround & Acquisition, General Management, Contract Negotiation and Revenue Generation in the Construction industry.

• Skilled in leading Business Transformations and utilising Business Intellect, Strategic Insight and Sharp Planning Skills to manage Business Operations and meet top line and bottom line objectives

• Outstanding track record in growing a company from scratch, restructuring & re-organising companies who are on the edge and enhancing growth in revenue for long term success

• Recognised for hands-on experience in enhancing organisation turnaround in various sectors including sales and marketing, construction management, staff management, staff reviews, P&L management and budgeting, customer liaison, cash flows,

• Implementing and executing successful strategies leading to effective operational excellence and improved work ethic, culture & performance.

Core Competencies

Organisation Start-Up, Business Development, Company Integration & Restructure, Business Planning & Strategy Formulation, Strategic Marketing, Operational Planning, Sourcing, Organisational Profitability & Growth, Human Resource Management, Financial Planning & Procedures, Asset Management & Control, Company Acquisitions & Turnarounds, Board Relations, Corporate Governance and Organisation Infrastructure, Logistics & Administration

Key Achievements related to deliverables across Career Span

. The turnaround operation of Rivergum Homes

1) Changing the company environment (employees, public personalities, investors, Managing Director etc) to trust the initiatives tabled and actions planned

2) Improvement to client side management from concept/yield analysis through construction

3) Gaining the directors to trust to push the company direction forward within medium density space

4) improvements across margin erosions, build methodology

• Sales have increased by in 2.5 years 165M$ to 305M$ P/A

• The results year on year have given the company a stability that has allowed the directors to look and invest in new strategies to secure the future for the business. Currently ranked 14th nationally in size

. Major 5 star Hotel Build ( New Guinea )

1) Managed the complete redesign of a 5 star hotel from concept to conclusion

•Redesign facade

•Architectural and engineered changes

•Purchasing, from high rise cranes to imported materials from China

•Projections around construction timelines and EOM achievable

•Process claims and cash at bank management

•Scheduling, contractors and J.I.T suppliers

. Group Construction Manager “ Dahlsens Building Centres “ was an exciting because it involved successfully integrating the development of the company through its commercial links to major wholesale and trade agreements

1) Purchasing materials at both a local and international level

• Developing these companies in the terms of a specific strategies and MOU agreements that contracted them both long and short term supply chains

• Getting approval of all the employees both there commitment and service requirements that the key agreements level was crucial to the success of the supply chain management.

4) Attaining a significant position in a competitive market with major accounts

5) Getting profits and supply levels to match the increase in turnover

6) Figures:

i. General commercial sales increased from $25million to $42million in 2 years.

ii. Manufactured product sales increased from $12.8 to $21.3million in 2 years

. GM Hotondo Building Pty Ltd

1) Working in a specific environment that balanced the requirements of both the franchisor and the franchisee

2) Negotiating with personalities at the highest level of the company directors and the managing directors of the franchise

3) Educating and training of all staff and personnel

4) Managing field staff and the training requirements of the differing sizes of businesses we were dealing with on a daily basis

5) Results:

i.Recruited and trained an additional 52 franchisees during my tenure with business. Taking the membership from 97 to 149 member across the country

• Played a key role in the increase of the annual constructions of the franchisees and franchisor. Taking the number of constructions from 483 when I arrived to 826 builds.

• Revenue franchisee sales increased from $110million to $188million

• Franchisor commissions rose from $2,75million to $5.64million

• Membership revenue rose from $1.45million to $2.23million

•Drafting and POS materials increased by 38%

Career Progression

Company Description

RIVER GUM CONSTRUCTION 2014 - CURRENT

I currently act as National Operations Manager for a 1200 home builder that builds properties from $200,000 to $5million in value in both the residential and medium density space. The business is some 16 years old and has a great reputation within the industry. my role as National Operations Manager demands attention to detail and a strong understandings of all operations. I manage a team of 215 staff.

The customer base is demanding and each construction has its own special requirements that need to be managed from sales through pre construction then into construction phase. I manage a team of construction managers, architects, drafting, estimating and compliance personnel through to my project managers and specialist trades to build the quality of construction demanded at the level.

The business is a strong and dominant player in the market and is respected and is always a nationally preferred option for medium density builds with major land developers

Weekly & monthly reports and tasks

P&L’s business over alls and B2B job specific

Cash flows, Money at bank

Margin Erosions

Accounts payable for the month. Management of accounts based upon credit facility, bad debts and debtors report

Cost management as defined by QS ( job specific )

Construction schedules reporting on time management as compared to contracts

Expected claims based on schedule

Variation updates

D & C issues

Engineering RFI’s and SI’s updates

Construction reports from site managers. presented and edited for management requirements

Project managers are across all updates and are motivated to achieve planned construction timelines for each month based on achieving progress claim initiatives.

Staffing, current levels and issues

GM CONSTRUCTION PNGFP CONSTRUCTION LTD 2012 - 2014.

I managed a team of 250 employee strong business based in Port Moresby PNG. Within the business we have a variety of both large commercial, fit out and domestic constructions. The constructions currently under my management are as diverse as building the new Fish Market ( value 18million ) in Port Moresby which is a floating fish market in the bay of Moresby to a 108 room hotel ( Value $78 million ) and a 450 room hotel ( $284 million ) both of which includes a complete fit out of all retail, restaurant and commercial facilities within the hotel, Restaurants, shops, hotel bar and of course the hotel rooms themselves. The business has a high employee level in the main due to a lack of subcontractor availability in the country. So as the GM of construction not only am I managing construction managers to site managers and a variety of ex patriot trades and admin staff, I am also constantly managing the national workforce of over 300 employees.

As a company last financial year we turned over $130 million dollars and we continue to grow at a rate of 12% per annum. The role is diverse and demanding and as the GM of construction I am constantly managing the cash flows in and out of the business along with the demands of the construction sites themselves and the time frames set out within each construction contract. It has been important that from the outset that the goals and direction of the company ambitions are reviewed constantly and managed throughout all divisions of the company. Critical to each construction is the cash flow forecasts and working closely and effectively with our banks so they are aware of high demands and overdraft requirements during certain stages of the construction and clearly highlighting to the banks when they will recover those monies advanced. So clear and concise construction construction scheduling has been crucial to the success of each construction. Client side management has been a key to the success of lessee and there uptake of the shop fits and the mix of retail shopping. So contractual administration and leasing agreements was critical to the viability and presentation of the retail aspect of the hotels, So time management of lessee and hotel official opening was managed through myself and the presentation of each lessees venture had to fit in with the standards set as part of the hotel brief.

Management disciplines

Current plans and specifications are provided to board of directors based on update of D&C. Making sure these new changes are signed off by senior management

Updates, engineering, architectural are current and that all levels of management have current version of plans and specs

Procurement initiatives and forecasts, issues with supply. national and international supply

OH&S issues and advancements

Client side relationships, lessee agreements.

Sub-contractor relationships, new MOU’s and quality control issues

QA. every stage is reviewed and signed off by GM of construction before contractor payment authorised.

CONSTRUCTION MANAGER STEVE SMITH BUILDERS 2009 - 2012

Acting as construction manager for a boutique high end builder that builds properties from $1 million to $5million in value. The business is some 30 years old and has a great reputation within the industry. It is a specialist position that demands attention to detail and strong customer relations. The customer base is demanding and each construction has its own special requirements that need to be managed at site. I manage a team of site supervisors and specialist trades to build the quality of construction demanded at the level.

The business is a strong and dominant player in the market and is respected and is always a preferred option for customer within the special market

GENERAL MANAGER CONSTRUCTION FRESHWATER HOMES JAN 2007 - 2009

The business predominantly works within the residential, low rise multi units and medium density markets. The business in 2011/2012 year constructed 61 new dwellings to a value $19.2million in sales. The business further speciaiises in retail shop fit outs and worked with several franchise retail outlets. The role I played as general manager construction was to oversee all construction management works from contract administration client side through to the sales, marketing and branding of the business.. Manage all procurement agreements and MOU’s, Lead by example the project management of each construction site through onsite management and report management systems from the project managers

Oversee all accounting practices and entry of the project cost management into the estimating/account program

“Constructor”. Control all variations to contracts and manage the cash flow in and out of the business and payments of all key accounts and progress payments from the client side. Software skills include Microsoft Project, Constructor

Sales. Mediation/Negotiate all sales and preferred sales referrers and any commissions payable. Produce sales and

marketing POS at both an IT level and a published level.

Contractors.

Manage all site trade contractors rates and purchase orders to contractors for each construction. Along with

the supervisors check all QA’s and QC’s meet the standards that have been set out in the contractors

agreements/purchase orders.

Time Management

Control the site time management through supervisory systems and frequent site meetings with contractors

and suppliers along with the customer expectations.

Cost Control Management.

• Weekly & monthly reports and tasks

• P&L’s business over alls and business job specific

• Cash flows, expectations in and out for the month. Money at bank

• Accounts payable for the month. Management of accounts based upon credit facility, bad debts and debtors report

• Cost management as defined by QS ( job specific )

• Construction schedules reporting on time management as compared to contracts

• Expected claims based on schedule

• Variation updates

• D & C issues

• Engineering RFI’s and SI’s updates

• Construction reports from site managers. present and edited for management requirements

• Project managers are across all updates and are motivated to achieve planned construction timelines for each month based on achieving progress claim initiatives.

• Staffing, current levels and issues

• Current plans and specifications are provided to board of directors based on update of D&C. Making sure these new changes are signed off by senior management

• Updates, engineering, architectural are current and that all levels of management have current version of plans and specs

• Procurement initiatives and forecasts, issues with supply. national and international supply

• OH&S issues and advancements

• Client side relationships, lessee agreements.

• Sub-contractor relationships, new MOU’s and quality control issues

• QA. Each stage is reviewed and signed off by GM of construction before contractor payment authorised.

GROUP CONSTRUCTION MANAGER DAHLSENS BUILDING CENTRES 2006-2007

Develop growth strategies around Truss & Frame Manufacturing, Building materials growth, Expansion into

new market sectors, Major purchasing agreements with major domestic and commercial builders, Develop

initiatives to improve market penetration, Development of loyalty programs, Promote construction alternatives

that improve GP’s of major building accounts, Co-ordinate major building construction schedules.

Personally managed portfolio valued $25 million, plus commercial sales team managed value $42 million.

Sales Trainer

Manage sales team developments, Develop strategies to micro manage builder accounts, Realise WOH

approach with regional markets

Team Leader

Coach sales representation, Coach and support builder network, Drive tactical initiatives in generating better

GP margins. Reporting directly to CEO and board of directors

Managed both operations teams contributing to project deliverables as well as operational readiness for transition

• Managed transition activities in coordination with the operational management team to ensure operational readiness including but not limited to documentation, training, recruitment, etc

• Collaborated with project and various operations teams ensuring operational impact is properly managed

NATIONAL MANAGER HOTONDO BUILDING PTY LTD 2000 - 2006

Business planning, Action plans that develop wealth creation and business foundations, Measurable compliance.

P&L’s, Overheads and Budgeting, Cash flow management, Call forward scheduling.

Sales Strategy and Key Alliance Relationships

Land development planning and purchasing program, Display and brand strategies across Australia,

Product design and development, Preferred product inclusions around sales strategy of display homes,

House and land packaged promotional opportunities from sales direct to Owner occupy and Investors, Retirees

to Multi unit and commercial sales, Point of sale development from Interactive DVD’s, Custom packs to

Bill boarded Streetscapes

Sales Trainer

Understanding the customer sales life cycle from Awareness, Interest, Evaluation, Trial all the way through

to Adoption. Utilising CRM’s and communication techniques like F.A.B’s, Roving sales teams to conversion

techniques and finally Competitor Shopping

Team Leader

Coaching the coach, National Conference co-ordinator and public speaker responsible for day-to-day operations, accountable for producing profitable results, and responsible for establishing and monitoring budgets

• Responsible for all business activities of the company as well as full responsibility for Profit & Loss

• Responsible for supervision of Key Accounts in corporation with the Sales Management, realization of marketing events and supervision of subcontractors and investor liaison

DIRECTOR AVIS RENTAL CARS 1993 - 2000 ( FRANCHISEE )

Purchased newly created city franchise in Adelaide from Avis Rental Cars with a view to capturing a major

part of the metro market

Sales Development

Creation of new customer base at a corporate, retail, promotional, commercial, and tourist level was crucial

to the success of the franchise.

Strategies

Included development of tourist touring maps and places of interest, Coach Hoteliers/concierge about Avis

sales commitments to the customer service level the business offered from a pick up and deliver service to

interstate drop off. Create a festival and activity calendar that included discount coupons to city and regional

activities.

Business Development

Customer service guarantees that provided vehicle availability schedules through booking systems, quality

and cleanliness of product. Internal brand development within vehicle fleet.

Presentation

Corporate presentations to large multi vehicle organization from major commercial firms to the State travel

and tourism bureau.

Account Management

Preparation of annual sales budgets, PAYE, Annual taxation preparations to vehicle purchasing

Awards

State Tourism Initiative award for Travel Industry Quality Award & Customer Service.

THE WHITE GROUP UK ( PROJECT CONSTRUCTION MANAGER ( RESIDENTIAL/COMMERCIAL )

1985 - 1993

The role was directly responsible for the co-ordination and construction of individual building projects from

single dwellings through to unit developments. I was directly accountable for the smooth and efficient running

of the construction site from the purchase orders and co-ordination of all trades on the building site and

the timeliness of all works to be completed. The role also had a high demand around scheduling of all materials

to site with a strong understanding of the impact of materials sitting around waiting for trades to site.

The motto of the company was “ Just in Time “ which literally meant any materials to site had to be there as

close to the contractors on site as possible. This had an effect of improving the cash flow within the business

so all facets of the business were able to run more collectively and profitably.

Continued

The other key role was the management of the customer who we were constructing the property on behalf.

There were regular either weekly meets or fortnightly meetings with the customers advising of the progress

of the construction and highlighting what were the next steps in the program. All my activities were then directly

reportable to the construction manager on a weekly basis with an emphasis and the cost of construction

and the profitability in each site.

As project manager there was also a large focus on the OH&S for the site along with the QA’a for the site

from the materials used to the finished contractors work. If the works were deficient in any way the contractors

billings would not be paid or partially paid depend on the quality and circumstances. Each site had an

induction process along with a detailed JSA as to the daily management of the site and procedures. These

notices were positioned on the site and adhered too

Key Achievement

Education

Grammar School

Mathematics Grade A English Literature Grade A

English Language Grade A Physical Education Grade A

Physics and Chemistry Grade B Biology Grade B

Technical Drawing Grade A

University

Advanced Degree of Civil Engineering ( Structural Design ) BE, DipEngPrac

Financial Services Australia

Code of Practicing Accreditation Achievement Award ( Introducer Accreditations )

HIA ( Housing Industry Association )

BSBCMN411A Site Safety Officers Diploma

HIA Cert IV Building and Construction Management ( Domestic/Commercial Construction )

Business Planning & Accounting ( BPA ) Legal Considerations ( LC )

Estimating( EST ) Employment Relations

Occupational Health & Safety ( OH&S ) Legislation ( LEG )

Building Codes & Standards ( BCS ) Environmental Consideration ( EC )

Building Construction Technology ( BCT )

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