CV_C Scott Armstrong_Q2 2015

CV_C Scott Armstrong_Q1 2015.docx Page 1 of 10
PROFESSIONAL CURRICULUM VITAE – Q1 2015
C. Scott Armstrong
Age: 59
USA Passport: 488857792
Residence: Sanur, Bali
Indonesia
Mobile: +62 82144177722
Email: cs.armstrong@yahoo.co.id
Skype: c.scott.armstrong
MISSION:
To enable and support Supply Chain and Administration/Ops. Support Teams
globally, in project and operational environments, to achieve your goals and
objectives in customer service, supplier performance management and cost
efficiency, with ethical fiduciary responsibility.
OBJECTIVES:
To deliver proven, field-tested Methodologies and Solutions, which add value to your
Customers through;
 Challenge Identification and Opportunity Realization:
 Face-2-face interviews with SCM Professionals, Management and Customers;
assessment of Organization, Process/Policy, Enablement Systems and Performance
Management
 Gap analysis and continuous improvement recommendations across Purchasing,
Expediting, Contracts, Materials Management (Warehousing, Inventory Control,
Cataloging) and Logistics functions
 Organizational Design and Development:
 Best Practice, site-tested organizational designs for SCM, Village Administration and
Ops. Support Services: Customer-aligned and Business-driven
 Recruitment and development support; Job Descriptions, interviews and
recommendations; mentoring, training and SME technology transfer of knowledge
for Nationalization Programs
 Process Optimization and Implementation:
 Bespoke, system-specific SOP Solutions and Standards delivered across all SCM and
Site Administration functions.
 Standardization of templates, forms, procedures, T&Cs, SWPs and methodologies
 Maximization of spend on Fixed-Pricing Agreements; value-added, cost efficiency
 Scoping, pre-qual./sourcing, tendering and contracting of Camp/Village Services
 Business Process Enablement System Strategy and Enhancements:
 Evaluation of business process enablement functionality of EAM/ERP systems
 Recommendations for enhanced enablement, performance reporting and
optimization of End-User usage; on-line requesting, approval work-flows, etc.
 Implementation and upgrades of ERP Solutions for MRO-intensive operations
 Performance Management and Service Level Optimization:

 Implement Customer-centric metrics and reporting; Expediting, SLAs, Maintenance
Planning, Criticality Assessments, SRM, and RAS project-procurement status
updates
 Implement business process transparency, metrics and KPI reporting for all SCM
and Administration functions; spend analysis, CRM and SRM
 Change Management and Continuous Improvement:
 Champion and support LEAN, BreakThrough and other CI Projects
 OPEX and CAPEX management and LOM budgeting
 Expertise and Global Reach:
 Over 16 years SCM experience and 30+ years of Management experience across
multiple industries, driving a ‘Safe Production’ culture
 Solutions delivered / implemented in EU, Africa, Central Asia, Asia/Pacific, North
and South America; across 22+ Sites and 7+ Regional/National Offices
 Fluency in English and Bahasa Indonesia, basic French; a 40-year resident in APAC
WORK EXPERIENCE:
Kazakhmys Minerals Projects B.V.
(multiple SCM Consulting engagements - totaling 18 months)
Final Position: Project Contracts Consultant 08/14 – 12/14; reporting to Commercial
Manager, my contract was extended to develop Projects Contracting Standards and
Agreement Templates for all Greenfields Copper Projects; including Bozshakol Sulphide and
Aktogay Sulphide, Bozshakol Clay and Aktogay Oxide.
Previous Position: Project Procurement Consultant 04/13 – 12/13; reporting to the
Aktogay Copper Project Director, I was contracted to expedite the Tagged Equipment
Orders and to develop reporting and procedures to ensure the efficient ordering and
tracking of same. Acted as KPBV’s Global Procurement Manager, with overall
responsibility for Global procurement of Materials for all Projects, including Bozshakol and
Aktogay Sulphide, Bozshakol Clay and Aktogay Oxide Projects.
Previous Position: SCM Consultant, acting as Owner’s Commercial Director 10/09 –
02/10; Bozshakol Copper Project; reporting to the Project Director. Led KPL’s tendering
process for ‘Feasibility Study Engineering’ in Melbourne and Brisbane, Australia. Developed
and implemented SCM standards and procedures for Procurement and Contracts functions
in Karaganda, Kazakhstan. Responsible as Client Liaison on SCM Project-related issues
between KPL and the FS/EPCM Engineer.
Achievements:
 Delivered Procurement, Materials Management, Expediting and Contracts Procedures
and Reports for the Aktogay and Bozshakol Projects;
 Designed and implemented a Purchasing, Administration and Materials Management
Organization to manage and support the global supply of Project Materials;
 Improved the efficiency of Invoice approval/payment processes;
 Improved communications with all Global Supply-related Entities and Stakeholders,
including those in West Australia, Turkey, Kazakhstan, USA, and China;
 Implemented Reporting standards/requirements from all Supply-related Entities;
 Improved relationships and communications with Project and Operations
Stakeholders;

 Successfully tendered and awarded a contract for Global Logistics Freight Forwarding
Services;
 Supported the tender and contract award of Third Party Inspection and Testing
Services;
 Supported the tender and contract award of Bulk Materials Procurement and
Materials Management Services; and
 Successfully handed-over to and mentored the new Project Procurement Manager.
 Updated and Standardized Project Procurement General Terms and Conditions;
 Standardized Project Contracts Procedures, Forms, Letters, etc.;
 Developed a Suite of Standard Agreement Templates, General Terms & Conditions,
Schedules, Attachments, Exhibits, Appendices, etc. for Project Contracting;
 Introduced the ‘Fixed Pricing Agreement (FPA)’ concept, and its Standard Templates
for repetitive, long-term Project Procurement;
 Developed a Scope of Work for Construction Camp Catering and Ancillary Services on
the Aktogay Project.
 Successfully tendered, negotiated, and awarded contract for FS/EPCM Services
 Implemented SOPs and standard templates for Project/Operations Procurement,
Logistics and Contracting in English/Russian; mentoring National Staff
 Redesigned Contracts function and recruited Contracts Manager for the Bozshakol
Copper Project
 Participated in selection and recommendation process for ERP Solution
 Provided guidance on improvements to Chart of Accounts (CoA), Equipment Register,
and Work Breakdown Structure (WBS)
 Negotiated millions of USD of savings on purchase of Project Milling Equipment
Kinross Gold Corp. – Africa Region 01/14 – 06/14 (end of contract)
Position: SCM Consultant / Inventory Manager; reporting to the SCM Regional Manager -
Africa, I was contracted to Lead the Inventory Management Team to ensure the effective
cataloging of stock items and inventory control while optimizing inventory levels for the
Tasiast Mine in Mauritania. Based out of Las Palmas de Gran Canaria, I led and mentored the
Inventory Management Team, as well as mentoring a group of Intern Graduates
implementing a Forward Purchasing Agreement (FPA) Program for Tasiast’s major Mining
and Process materials/commodities.
Achievements:
 Provided SME guidance for several enhancements to the newly-implemented JDE
System, including PO print, direct-charge requisitioning, freight/logistics lead-time
automation, inventory control automation and introduced a stock-item criticality
matrix.
 Improved the timeliness and efficiency of the Invoice approval/payment processes
through the introduction of off-site receiving of Goods;
 Implemented reporting standards/requirements for expediting and mentored the on-
site Procurement Team in expediting methodologies;
 Improved relationships and communications with Mine and Process Operations
Stakeholders at Tasiast, introducing a regular Usage Forecasting process and daily
materials planning/expediting meetings;
 Implemented standards and processes for cataloging and inventory control;
 Implemented KPI metrics and reporting for cataloging and inventory control;

 Supported the tendering and contract award for 25+ FPAs and implemented standard
Agreements, templates and forms for same; and
 Provided guidance for SCM organizational design in alignment with Customers.
Marengo Mining Ltd. 03/13 – 04/13 (end of contract)
Position: SCM Contracts Consultant; reporting to the Chief Operations Officer. Contracted
to conform an FIDIC-based contract template into a Greenfields Turnkey EPC contract for
the Yandera Mining Project in PNG.
Achievements:
 Developed a Turnkey EPC Contract to International Mining Standards, inclusive of all
of its Scope of Work, Schedules, Annexures, and Exhibits; and
 Recommended strategies for contract negotiations.
PT. Newmont Nusa Tenggara 03/11 – 12/12 (end of contract)
Position: Business Consultant; reporting to the Senior Manager Operations Support (OSU).
Contracted to support, develop and mentor NNT’s Port Operations, Transportation,
Facilities Services and Maintenance Departments. As these Departments were recently
merged with the OSU Group, extensive work was required to bring these Organizations and
their Business Processes up to the Standard of other OSU Departments.
Achievements:
 Developed, Designed and commenced Implementation of organizational improvements
for a new Department named Infrastructure, Services and Terminals (IST);
 Developed, Implemented and Budgeted for an IST Business Plan to support NNT’s /
OSU’s Vision and Objectives through Life of Mine:
o OPEX: USD 52 Million/year
o CAPEX: USD 110 Million/LOM;
 Mentored and Developed a Team of IST Managers and their staff;
 Championed the implementation of NNT’s ‘Safe Production Culture’, providing
leadership and direction to IST Managers and personnel;
 Re-established Customer focus and significantly improved overall Customer
satisfaction with IST Services;
 Championed the implementation of NNT’s ‘’Competency Development Program’,
providing guidance and direction for the personal development of IST personnel;
 Championed the Establishment and Implementation of a ’Projects Management Office’
for the Engineering Design and Development of CAPEX and OPEX Projects across NNT;
 Championed the development of the ‘Maintenance Planning Section’ at NNT.
 Championed and staffed a Project for the Upgrade and Development of SOPs/STPs
across OSU’s business;
 Improved Efficiencies, strengthened relationships and championed stronger controls
for NNT’s ‘Business Partners’; and
 Scoped and successfully tendered for high-value Catering and Bus Rental Services.
Newmont Asia-Pacific 09/10 – 12/10 (end of contract)
Position: SCM Consultant, acting as Regional Manager Purchasing and Contracts;
reporting to the Regional SCM Director. Contracted to fill the Manager’s role during the
recruitment process of the new Manager and two Senior SCM Professionals; Services and
Materials. Often acted as delegate for the Regional Director, with PoA for execution of

service and supply contracts. Responsible for the simplification of business processes,
development of reporting to facilitate transactional efficiency, and reductions in internal
lead-times for SCM Procurement processes.
Achievements:
 Designed and implemented organizational improvements for all Purchasing and
Contracting functions;
 Lead and mentored a Team of 30 SCM Professionals from diverse cultures and
backgrounds;
 Re-established Customer focus and significantly improved overall Customer
satisfaction with SCM Services;
 Supported the implementation of Newmont’s ‘Talent Management Program’,
providing guidance and direction for the personal development of SCM staff;
 Sponsored the implementation of the Contracts Continuous Improvement Initiative
and the organization to support it;
 Championed the implementation of a ‘Category Management’ approach to sourcing
and procurement of Materials and Services across the Region; and
 Implemented transactional reporting for Contracts to ensure workload management
and improve cycle-time efficiency.
SouthGobi Sands LLC (SGS) 03/10 – 07/10 (end of contract)
Position: SCM Consultant, acting as SCM Manager for Ovoot Tolgoi Operations; reporting
to the General Manager Operations. Contracted to significantly improve stocking Service
Levels, Inventory Accuracy and professionalism of Warehousing staff. Reviewed all SCM
functions, recommended and implemented improvements to Procurement, Contracts,
Materials Management, and Logistics. Reviewed all related business functions and policies
at SGS and offered strategies for improvements in SCM Organization, Processes, and
Systems.
Achievements:
 Designed and supported organizational improvements for all SCM functions; mentored
National Staff
 Developed and implemented stocking and binning strategies for optimization of
Warehouse Management
 Implemented and socialized SOPs and Standards for Procurement, Contracts, and
Materials Management (Warehousing/Cataloging/Inventory Control)
 Mentored IT Team and Management for Axapta (AX) support, enhancements and
Upgrade Project
 Facilitated Catalog Cleansing Project and Inventory Management improvements and
training (Project delivered by Oniqua)
 Established UB Transit Warehouse and designed new warehouse/binning for site
Warehouse/Workshop Expansion Project
 Supported tendering/evaluation process for major supply and services; such as Bulk
Explosives and Blasting Services, OvT Camp Expansion Project, and Blast-hole Drilling
Services, etc.
 Improved overall Customer satisfaction with SCM Services

Newmont Mining Corporation (NMC) 04/08 – 10/09 (end of project)
Position: SCM Consultant – SOPH Project; reporting to the SOPH Project Manager.
Responsible as the Reporting, Logistics, and Business Process Lead on Newmont’s global
SCM standardization project to document and globally institutionalize single Newmont
entity-level standard operating processes, procedures and systems usage for Supply Chain
activities. The SCM Standard Operating Procedures Handbook (SOPH) is an on-line manual
on Newmont’s GoldNet.
The SOPH defines processes and site operating procedures for the five core SCM functional
areas of; Contracting for services, Purchasing of goods, Logistics, including international and
domestic, Assets Management, including inventory management, warehousing, and assets
disposal and Business Process standardization. The SOPH standards have been effectively
implemented at Newmont sites in Australia, Indonesia, Peru, Denver (HQ), Nevada, and
Ghana.
Achievements:
 Developed global standards for Supply Chain Management
o SOPH for SCM rolled-out to all Newmont sites, including standard templates
and guidance documents for all functions
 Developed global reporting standards for all SCM functions, including standards for
metrics and KPIs.
o Reports to be deployed through Newmont’s global Enterprise Data
Warehousing reporting solution OneView (BO)
 Developed standards for SRM supplier/contractor classifications, standards for goods
and services categories and applicable KPI metrics for supplier performance
management.
 Developed standards for CRM metrics, reporting and SCM Service Level Agreements.
 Developed Mega Project Stage-Gate and Operational Readiness standards for
Operations SCM. SCM documentation includes:
o Stage and Functional deliverables, Guidance documents for Operational
Readiness, and standard templates
Newmont Ghana Gold, Ltd. (NGGL) 01/08 – 04/08
Position: SCM Consultant – FPA Project; reporting to the SCM Regional Manager. A 3-
month project, based at NGGL’s Ahafo mine in Ghana, to implement and institutionalize
Contract Purchasing utilizing the Ellipse system’s Forward Purchasing Agreements (FPA)
functionality.
Achievements:
 Trained and mentored two National Purchasing staff, to a sustainable level of FPA and
purchasing competence.
 Implemented standards for FPA sourcing and Agreements.
o Standards for Owned-Stock, VHS, and Consignment Stock
 Assisted with recruitment of two Expatriates to fill SCM positions at Ahafo
 Established more than 20 new FPAs, representing a major commodity spend of in
excess of 40% of total Spend
 Exceeded Project requirements, within Budget and Schedule

Boroo Gold Company, Ltd. (BGC) – Gold Mining: 04/05 – 12/07
Final Position: Director Strategic Business Processes; reporting to the President.
Following the succession/transition of my SCM Department responsibilities, I was
promoted to this Role to assume Management of BGC’s Change Management, BreakThrough
Business Improvement Projects, Business Coaching, IT Steering Committee, KPI
Development and Implementation of Asset Management Processes & Standards (AMPS). I
was also the Champion of Boroo’s ‘Safe Production’ culture.
Previous Position: Director Supply Chain Management – Reporting to the EVP Finance &
Administration. Responsibilities focused on SCM, after nationalizing the Administration
Department; see below.
Initial Position: Director SCM and Administration – Reporting to the EVP Finance &
Administration. Recruited to introduce SCM Best Practices, policies and procedures, by
replacing two Expats on Rotation, the Procurement Supt. and Warehouse Supt. Introduced
the ‘Operations SCM Model’ to an organization previously focused on Project Procurement,
by establishing a Contracts Admin. Department, introducing Formal Tendering, establishing
Purchasing Agreements, and establishing a Logistics/Expediting function within the
business. I was also the SCM Representative on the ERP Selection Committee; Ellipse was
selected.
My other responsibilities were to manage all Administration functions in UB and at Site,
which were previously under the HR Department. Established standards and controls for
Property Leasing and Management, Fleet and Camp Administration. I managed 50
accommodations for Expatriates in Ulaanbaatar, the Headquarters for BGC, and two Camps
at the Boroo mine site; presiding over two Camp expansions. I successfully nationalized the
Administration Manager’s position in August 2006.
Achievements:
 Attracted, Developed and Managed a Team of SCM and Administration Professionals:
o Implemented SCM Best Practices and Standards for Purchasing, Contracts,
Logistics and Assets Management – 23 Staff
o Implemented Fleet, Property and Facilities Management Standards and Best
Practices – 43 Staff
 Saved Millions of Dollars, on a $65 million annual spend, through implementation of
Regional Procurement, Purchasing Agreements, Standardized Contracts, Spend
Aggregation, Formal Tendering and Negotiations, and China sourcing
 Established a Sourcing Office in China to support the Gatsuurt Project Pre-feasibility
Study as well as Boroo Gold operational requirements
 Successfully Nationalized the Warehousing / Inventory Control functions, with
improved stock-take accuracy and a yielded a 93% Service Level
o BGC-Owned Stock of $16 million located in two Main Warehouses
o Cataloging and Inventory Control processes were implemented
 Championed 100-day ‘Rapid Results’ Business Improvement Projects, with 9
BreakThrough Teams in Round 1, 5 Teams in Round 2 and 4 Teams in Round 3:
o BreakThrough teaming activities provided Employees with growth
opportunities and a meaningful input into improving business processes.
o BGC saved $4 million in 2006-2007, with a potential sustainable savings of
$12 million over LOM

 Championed the development of Boroo’s ‘Talent Group’ to support Nationalization
plans in 2007-2008
o Successfully Nationalized the Administration, Change Management and
Inventory Management Departments, with improved performance
PT. Coca-Cola Bottling Indonesia (CCBI) – Beverage Industry: 11/03 – 03/05
Position: Manager – National Strategic Supply (NSS)
CCBI, a subsidiary of Coca-Cola Amatil Australia, operates 10 Bottling Plants and 120 Sales
Centers across the Indonesian Archipelago. Recruited to develop and implement “Procure to
Pay” policies and best practices across the Business, I directly recruited and managed a
Team of 18 Professionals at NSS and successfully rolled-out standardized procurement
processes in Operations across the country, involving some 20 Procurement Staff, with an
annual spend in excess of USD 200 Million.
My responsibilities included centralization of SCM functions, including Contracts, Blanket
Purchase Agreements, Property Management and Purchasing. By Aggregation of Spend, NSS
saved CCBI Millions of Dollars, while implementing and rolling-out Procurement Best
Practices and Standardization across all 10 Operations. Through the Implementation of
Internal and External Code of Ethics, and establishment of a Trading Partner Pre-
Qualification and Management Programs, NSS was able to reduce the total number of
Trading Partners, while improving the Quality of Goods and Services received.
Achievements:
 Attracted, Developed and Managed a Team of Procurement Professionals:
o Improved Purchasing, Contracting and Property Management Expertise
 Developed and implemented Property Management Standards for Leasing, Managing
and Maintaining over 250 Sales Centers across Indonesia.
 Saved Millions of Dollars through implementation of Blanket Purchasing Agreements,
Spend Aggregation, Formal Tendering and Negotiations
 Improved all SCM Processes from Trading Partner Selection to Invoice Payment,
including:
o Cataloging, Inventory Management, Single Point Receiving and Invoice
Matching and Payment
 Successfully Implemented National SCM Standards, Policies and Procedures, which are
still currently in use:
o Systems, Trading Partner Management, Tendering, Purchasing, Contracts,
Logistics and Property Management
o Decentralized business processes, once Standards were rolled out to all
Operations
 Implemented National Logistics Solutions for Finished Goods Distribution, including
Warehousing, Handling and Sea & In-land Freight Contracts
 Collaborated with the IS Department to Develop and Implement Systems for:
o Service Requisitions, Property Database, Trading Partner Database,
Cataloging and On-Line Secure Tendering
 Improved the Quality of Goods, Services and Properties Procured
 Improved the Quality and Business Ethics of Trading Partners:
o NSS conducted regular “Trading Partner Summits”, where CCBI Policies and
Procedures were effectively communicated.

PT. Mincom Indoservices (PTMI) - IT Industry: 04/00 – 11/03
Position: EVP eBusiness Solutions & Multinational Account Management
PTMI is a leading provider of IT and eBusiness Solutions in Indonesia. Responsible for
developing Multinational Accounts in asset-intensive Industries, I successfully delivered
Enterprise Asset Management Solutions and Support Services to PT. INCO, PT Freeport,
KPC, KEM, Unocal, Total Indonesie, BP, VICO, and Rio Tinto. My additional responsibilities
included Alliance Partnership Management for our Alliance with Mincom International.
Achievements:
 Attracted, Developed and Managed a Team of Sales Professionals:
o Improved Market Share and profitability
 Successfully sold IT Solutions, Services and Upgrades to Multinational Customers,
including e-commerce Solutions to PT Newmont Nusa Tenggara and its Trading
Partners.
 Planned and delivered Workshops on e-commerce for Indonesian Trading Partners, for
both Buyers and Sellers.
 Consistently delivered value to Multinational Clients and Prospects, with a high degree
of Customer satisfaction.
 Established a Strategic Partnership with Quadrem, a global B2B platform, enrolling,
supporting and training over 50 Indonesia-based Supplier Organizations.
PT. Newmont Nusa Tenggara - Mining & Minerals Industry: 06/96 – 03/00
Final Position: Purchasing Manager – 2 years, reporting to the Materials Manager.
Assembled a Team of 32 Professionals to procure MRO materials, supporting Batu Hijau
operations, during project construction (Stage 5) through to the start of mining operations.
Established purchasing policies and procedures and opened Project procurement offices in
Sumbawa, Mataram and Surabaya, Indonesia.
Initial Position: Services Manager – 2 years, reporting to the General Manager. Developed a
Team to provide services support for housing, offices, maintenance, transportation, site
accommodations and travel during the ramp up for construction of the Batu Hijau Project.
Developed and implemented policies and procedures for support services, including
standardization of property lease agreements.
Achievements:
 Developed Purchasing Department into a Customer- focused Team.
 Consistently purchased the right parts of the right quality at the right time.
 Established all purchasing policies and procedures, which are the basis of current SOP.
o Successfully negotiated 60+ purchasing contracts with Key Suppliers.
o Saved the Business millions of dollars in spend
 Led the implementation of Mincom MIMS/Ellipse as ‘Supply Stream Leader’.
 Ethically and effectively managed an annual spend of USD 140 Million
 Sourced, leased, renovated and managed 150+ houses for residential expatriate staff
and their families, plus 4 offices, 5 staff houses and 3 site camps for workers in Lombok
and Sumbawa.
 Managed the operation of fleet assets including 50 vehicles, 2 crew boats and 2
helicopters.
 Provided a high level of customer satisfaction for PTNNT employees, Fluor Daniel
contractors and their families, so they remained focused on Project productivity.

PT. Fluor Daniel Indonesia: 03/95 – 05/96
Positions: EPC Project Engineer –
 Gresik Copper Smelter Project, based in Surabaya, Indonesia.
o Established Project office – Market surveys during FS Stage
 PT. Newmont Nusa Tenggara’s Batu Hijau Project, based in Mataram, Indonesia.
o Established Project office – Facilitated Site Inspections during FS Stage
 PT. INCO’s Third Line Expansion Project, based in Soroako, Indonesia.
o Contract Administration during Construction Stage
Advanced Completion Services - Energy Services: 10/93 – 03/95
Tubing Conveyed Perforating Sales and Services; based in Jakarta, Indonesia
Position: Country Manager – 1 1/2 years, reporting to the GM
Halliburton Energy Services – Energy Services / Equipment: 08/83 – 08/93
Tubing Conveyed Perforating Sales and Services; based in Jakarta, Indonesia
Final Position: Manager, Strategic Alliances
Previous Position: Middle East/Far East Sales Manager
Previous Position: Division Manager, Asia Pacific Region
Initial Position: Country Manager, Indonesia
Hydril Company - Energy Services / Equipment: 07/80 – 08/83
OCTG Sales and Services; based in Singapore
Position: Sales Manager, A/P Region – reporting to the Div. Manager
FMC Corporation - Energy Services / Equipment: 08/77 – 07/80
Fluid Control Manufacturing and Services; based in USA and Singapore
Position: Field Services Engineer – reporting to the APAC Ops. Manager
EDUCATION / TRAINING:
Leadership Development Training – Adventure West
High Impact Business Coaching – Excel Consulting
Situational Leadership – Excel Consulting
Rapid Results Projects – Robert H. Shaffer & Associates
Contracts / Service Level Agreements Courses
Leadership & Management Courses
Project Management Courses
REFERENCES:
Michael Clarkson
Email: Michael.Clarkson@kazminerals.com
Paul Korpi
Email: pakinnv@gmail.com
Gordon Thorpe
Email: gordon.thorpe@gmail.com

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