1. Private & Confidential- Mr. David Rushton Page | 1
Executive Experience for
Leanne230@hotmail.com
Seeking middle management roles including State and General Management. Considerableexperience across retail and
business management, logistics, manufacturing and FMCG (Meat) for businesses like Baxter’s Pork, Ritchies
Supermarkets, The Warehouse Group to Safeway Supermarkets.
Secured funding from the business to install Gps systems and monitoring equipment allowing us to be the best in our
field.Increased sales of product by 12% by promoting one flavour instead of the other 7 that were available. Decreased
workplace lost time by 35% at Baxters Pork by generating better relationships with staff who were injured by being
proactive and also offering some alternate treatments and becoming more involved in the cases. Increased sales at
Baxters Pork by 15% with beef by generating a coding system allowing sales teams to have accurate live data.
CORE BUSINESS OFFERING
15+ years’ Operations and Leadership experience growing businesses across FMCG (Meats), Retail and Supermarkets.
Corporate experience spans end to end business management and General Management, Merchandising, Area
Management, Operations to Logistics, Warehousing and Team Development. Leading qualifications Management.
Strategic growth know-how forged across complex and sizeable groups the likes X (industry), X (industry), X (industry).
Renowned by industry and peers for conceiving and rolling out group wide X. Recognised by peers for consistent
innovation, profit improvement, enhancing the customer experience and retaining staff amidst a culture centered on
accountability, pride, profit and the customer.
EMPLOYMENT CHRONOLOGY
Operations Manager 2012-present
Cleanaway
Logistics, Manage and evaluate up to 40 staff and 25 trucks including AA inspections from fleet grounding
GM/Operations Manager 2008 – 2012
Baxter’s Pork www.baxterspork.com.au – Logistics and Manufacturing
Increased profitability of business by 3.7% per month based on cost reductions and creating extra work.
Store and Area Manager 2008 – 2009
Ritchies Supermarkets www.ritchies.com.au – Supermarket Retailer
Manage and evaluate over 200 staff including setting KPI’s and increasing staff responsibility.
Area Manager 2005 – 2008
The Warehouse Group www.thewarehouse.co.nz - Retail
Increased sales for the area by 2.1% with better merchandising and stock levels of special products.
Store Manager 1996-2005
Safeway Supermarkets www.safeway.com - Retail
Increased sales by 1.4% at store level.
ACADEMIC & PROFESSIONAL QUALIFICATIONS
 Diploma in HR Management  Certificate3 in Retail
Operations
 VCE
David Rushton

2. Private & Confidential- Mr. David Rushton Page | 2
TOP SAMPLE CAREER ACCOMPLISHMENTS
Cleanaway
 Oversee up to 6 contracts at one time managing proficiency and accuracy of pick ups
 Monitor Fatigue management of all drivers making sure they adhere to the legal requirements
 Keep all contracts running on budget including labour and maintenance.
 Complete payroll on a weekly basis.
 Complete purchase orders on trucks/yard and general for the contracts negotiate with mechanics on work
required to be done and time lines.
 Report to Branch manager on weekly basis on how the contracts are running including labour hours and
maintenance accidents and any fatigue breaches.
 Startingto work with branch manager on how as a business wecan do things better includingmappingcutcosts
including labour and fuel.
Baxter’s Pork
 Contracted more efficient maintenance of vehicles reducing costs by 1.6%.
 Created new shrinkage processers reducing loss by 2.7%.
 Negotiated better external delivery systems decreasing freight by over 4%.
 Created logistical solutions for external business to reduce trucks being empty on return trips .
 Created new warehousesetup and barcodingsystemfor beef cutting, turnaround times for new productfrom receipt
to sale.
 Increased profitability of business by 3.7% per month based on cost reductions and creating extra work.
 Decreased work cover claims by working with staff and implementing better procedures for the jobs especially for
the drivers.
Ritchies Supermarkets
 Increased sales by 4.5% compared to previous years.
 Negotiated with reps better cost prices for better profit, an example of this was with a chip company usual costof
product was $3.99 but by organising slightly higher level of stock numbers got our cost down to $3.49.
 Revised rosters in all 7 stores creating a greater coverage of staff for less and getting a better result in store
presentation and customer service.
 Created and processed better shrinkage processors allowing the area as a whole to reduce loss by 3.2%.
 Managed and evaluated over 200 staff including setting KPI’s and increasing staff responsibility.
The Warehouse Group
 Reduced staff costing’s by 1.2% for the area allowing for spare wages if a store required.
 Increased sales for the area by 2.1% with better merchandising and stock levels of special products.
 Created better OHS guides for stores reducing injuries and work cover claims for the area.
Safeway Supermarkets
 Increased sales by 1.4% at store level.
 Ran store at .02% below the wage budget yet still provided great store presentation and customer service.
 Reduced shrinkage and dumps in store by .07% by implementing daily dumps and markdowns on damaged and
deleted products.
PERSONAL NON BUSINESS ACHIEVEMENTS
 Coached junior football team to runners up in first year
 Selected to try out for the Victorian junior cricket team

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TRANSFORMATIONS HELPED ROLL OUT
 New roleout of Beef codingsystem for the warehouse to allownew product to be scanned in and out and instantly
update stock records on the computer system.
 New WorkCover strategies to get workers back to work sooner by further discussion and policy including quicker
reaction times from the company and more support
INDUSTRY EXPERIENCE & KNOWLEDGE
 Logistics  Manufacturing  Retail
FUNCTIONAL EXPERIENCE & KNOW-HOW
 Strategic Planning&
Execution
 Operations Management
 Planning,
 Costing,
 Budgeting,
 Merchandising,
 Customer
Service/Satisfaction,
 Merchandising,
 Negotiating,
 HR: Team Development &
Recruitment,
WORDS TO DESCRIBE MANAGEMENT STYLE
Firm fair friendly, collaborative, open door policy, accountable, outcomes focused, visions, promotes develop,
independent thought, thought leadership,engages,inclusive,gives strongand clear direction,turns mangers into leaders,
invests faith and trust to promoted self-confidence etc.
CONTACT DETAILS
Email:leanne230@hotmail.com
References available upon request post first interview.
SOME VALUES INSTILS IN CULTURES
 Always be fostering leadership; turning managers into leaders
 Communicate and engage, staff, stakeholders and customers in the vision
 Build global strength with local leadership
 One team. No exceptions. We area group of strongand diverseindividualsunified by a clear common purpose.
 Our customers define us; We know our business flourishes or dies because of our customers.
 Think Big
 Build business around customers
 Innovate, innovate and innovate
 Nonstop improvement
 See change as evolution critical for industry leadership and corporate survival
CORE PERSONAL STRENGTHS
 Wisdom and Knowledge:

4. Private & Confidential- Mr. David Rushton Page | 4
 Open-mindedness [judgment, critical thinking]: Thinking things through and examining them from all sides;
weighing all evidence fairly.
 Integrity [authenticity, honesty]: Presentingoneself in a genuine way; takingresponsibility for one's feeling and
actions.
 Social intelligence [emotional intelligence, personal intelligence]: Being aware of the motives and feelings of
other people and oneself.
 Fairness:Treatingall people the same accordingto notions of fairness and justice;not letting personal feelings
bias decisions about others.
 Leadership: Encouraging a group of which one is a member to get things done and at the same maintain time
good relations within the group.
 Loyalty
APPENDIX. DETAILED PROFESSIONAL HISTORY
Baxter’s Pork (2008 – 2012) GM Operations Manager
Baxter’s Pork is an abattoir logistics and manufacturing plant delivering high quality pork product 5 days a week and a
logistics carrier for Ridders Pork. Currently killing up to 1000 pigs per week for delivery to butchers and shops and
producingup to 30 different cuts of pork which is cryovaced boxed and supplied. The business consists of about30 staff
and 8 trucks and current turnover of about 5 million dollars per annum.
Invited onboard at a time when the Sales Division was facing issues ranging from low profit margins to bad stock
accounting and grappling with challenges like minimal pork numbers.
Core Responsibilities include:
 Fleet management
 Staffing including KPI’s performance recruitment and termination
 Financials including P and L’s and Debt recovery
 Production and allocation of stock to stores
 New business structure
 Customer service and satisfaction
 Shrinkage and loss
Key Achievements include:
 Negotiated new purchase of 5 trucks and GPS tracking and performance of vehicles.
 Contracted more efficient maintenance of vehicles reducing costs by 1.6%.
 Created new shrinkage processers reducing loss by 2.7%.
 Negotiated better external delivery systems decreasing freight by over 4%.
 Created logistical solutions for external business to reduce trucks being empty on return trips.
 Created new warehousesetup and barcodingsystemfor beef cutting, turnaround times for new productfrom receipt
to sale.
 Increased profitability of business by 3.7% per month based on cost reductions and creating extra work.
 Decreased work cover claims by working with staff and implementing better procedures for the jobs especially for
the drivers.
 Increase margins by reducing cost of external transport and also creating a charge agreement for another pork
supplier that we were carting for hence increasing our profits
Legacy. Honoured to have builta business thatis aboveits competitors in transportmonitoringand Haccp allowingus to
constantly monitor temperatures of the product and give accurate accountability of the product
Ritchies Supermarkets (2008 – 2009) Store and Area Manager

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Ritchies supermarkets are one of the bigsupermarket retailers in Australia competingwith Coles,Woolworths, Aldi and
Food works one of the things that sets them apart from other chain supermarkets is their ability to self-sourceat store
level a product if customers request them.
Invited onboard during a time at which the business was facing issues ranging from low sales and low profit to and
grapplingwith challenges likehigh theft, Recognised as havinga track record in mechandisingand cross merchandising.
Core Responsibilities include:
 Managed store and assist in 7 other stores assisting the contracted Area Manager
 Financials including P and L’s
 Staffing including KPI’s recruitment and termination.
 Loss Prevention
 Stocktakes
 Store presentation
 Signage
 Cleaning contracts
Key Achievements include:
 Reduced store and area wages to come in line with forecasted sales.
 Increased sales by 4.5% compared to previous years.
 Negotiated with reps better cost prices for better profit, an example of this was with a chip company usual costof
product was $3.99 but by organising slightly higher level of stock numbers got our cost down to $3.49.
 Revised rosters in all 7 stores creating a greater coverage of staff for less and getting a better result in store
presentation and customer service.
 Created and processed better shrinkage processors allowing the area as a whole to reduce loss by 3.2%.
 Managed and evaluated over 200 staff including setting KPI’s and increasing staff responsibility.
 Increasein productby orderingin extra stock at cheaper priceand runningslighter higher special prices following
weeks
Legacy. Honoured to have built a business that is competitive in merchandising standards and gondola displays
The Warehouse Group (2005 – 2008) Area Manager
The Warehouse group was discount variety store brought over from the success of the New Zealand Company of the
same name. All of the stock for the stores was allocated and not individually ordered creating large overstocks and
shortages of products for the business.
Personally appointed by Kerry (State Manager) when the company was in a position of opening new stor es and trying to
set up the bench mark of its complete capabilities
Core Responsibilities include:
 Staffing including recruitment Performance management and Termination
 Financials including P and L’s
 Invoicing
 Shrinkage and loss prevention
 Planning promotional buys and displays with buyers and senior management.
 Cleaning contracts
 Supervising Store and Assistant Store managers
 Creating with HR job descriptions and KPI’s for all positions at store level
 Interviewing and recruiting for new stores.
 Planning and designing new stores and layouts.
 Training staff for role at stores.
Key Achievements include:
 Reduced staff costing’s by 1.2% for the area allowing for spare wages if a store required.

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 Increased sales for the area by 2.1% with better merchandising and stock levels of special products.
 Created better OHS guides for stores reducing injuries and work cover claims for the area.
Legacy. Honoured to be a leader for the company in its set up of stores including merchandising and presentation