Curriculum Vitae

KENNETH (KEN) SIDEBOTTOM

Personal Details
Name: Ken Sidebottom, B.Bus, G.Dip Bus Marketing, MBA
Address: 9 Anile Place
Williamstown Victoria 3016 Australia
Phone: +61 (0) 418 862 553 (mobile)
+61 (03) 9397 3890 (after hours)
Email: ken_sidebottom@bigpond.com (primary)
kens@simsworx.com

Education
• Masters of Business Administration (University of Central Queensland, 1994)
• Graduate Diploma Business Marketing (Edith Cowan University, Perth W.A, 1988)
• Bachelor of Business – triple major in Administration, Human Resource Management
and Industrial Relations (Edith Cowan University, Perth, W.A,1985)
• Busselton Senior High School W.A, Completed Year 12, 1981

Professional Memberships
• Associate Fellow of the Australian Institute of Management (AFAIM ), 25 years
• Member of the Australian Institute of Company Directors (MAICD), 5 years
• Member Australian Computer Society (MACS), 6 years

Career Overview
I am an experienced senior manager with a strong record of achievement and extensive
experience over a number of years in general management, operational and project
management and organisational change implementation within major industries including
mining, transport/logistics/warehousing, manufacturing, construction, medical and
telecommunications sectors. The Career Summary section outlines my work history and a
list of my key projects achievements over the past twelve years is attached.

Competencies
General management, leadership and team skills
• I am a skilled, confident leader, motivator and team builder with extensive
experience in creating high performance teams of up to 50 personnel within
organisations. My skills have been developed through experience in the
management teams with complete responsibility for success through group
effort. I understand the dynamics of team participation and build high
performance teams. Proven mentoring/development/facilitating team and
individual skills development.
• I am an excellent turnaround strategist with proven track record in increasing
profitability, productivity and safety performance; with a customer, quality, safety
and profit focus.
• I have a proven track record in strategic planning and implementation to achieve
sustainable outcomes in a timely and diligent manner as demonstrated by in my
successful Senior Management Career and in my Consulting career.
• I have excellent training and coaching ability expertise in the design and delivery
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 of problem definition and solution environments for engagement and team
performance.
Operational management
• I am a successful operations manager and have worked effectively in complex,
busy and highly unionised environments. My experience includes:
o Program and project management (within underperforming
businesses).
o Strategy development, review and implementation.
o Design, development and implementation of cost-effective operating
models.
o Organisational change and change management and implementation
within complex environments.
o Building and refining management operating systems.
o Personnel change programs, employee training and mentoring.
o Product/division profit improvement strategies.
o Preventative maintenance planning/ execution and resource planning.
o Proven business builder focused on increasing market share and
margins.
Project and time management skills
• I have proven ability to manage and deliver multiple projects in full on time.
• I am 100 per cent delivery focused, have driven projects and business units to
successful business outcomes on time, in budget and to the complete scope.
My recent work at Argyle Diamonds was awarded the highest commendation for
excellence by the CEO of Rio Tinto Diamonds.
• I am highly motivated and goal oriented with finely honed project management
skills. I re-wrote the learning materials and trained consultants at Maxx
Implementation in project delivery skills. I was recognised by the CEO for
outstanding contribution to staff development.
Change management skills
• I am highly skilled in process re-engineering and facilitation of organisational
change.
• Extensive experience in sustainable change management: assessment, strategy,
planning and implementation.
• I know the change management challenge, from identification of achievable
value during the initial business needs analysis through locking in benefits into
the solution design, to securing inclusive engagement and commitment to the
changes underpinning successful implementation.

Successful bottom line manager with business acumen. Problem solving and
analytical skills
• Excellent business analysis skills and experience demonstrated by my consistent
capacity to deliver efficiencies.
• I possess a combination of analytical and creative abilities together with action-
oriented pragmatism.

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Communication, negotiation, interpersonal and relationship management
skills
• I am an effective communicator both personally and as a coach for others, have
trained peers, staff and clients in communication skills.
• Excellent negotiation and conflict resolution skills demonstrated by successfully
negotiating industrially sensitive Enterprise Bargaining agreements and
significant reduction in supplier spend whilst maintaining quality and service
offerings with Pioneer Concrete and Quarries and Maxx Implementation.
• Strong business development and relationship management skills and
experience demonstrated by successfully winning significant new contracts.
Consulting skills, Presenting Analyst, Business Analyst
• I have a wide range of consulting skills having designed and delivered team
facilitation, training, problem definition and solution environments for
engagement and team performance. I am a confident user of consulting models
such as Management Operating Systems (MOS), Balanced Scorecard, process
improvement/ re-engineering, benchmarking among others. I understand the
dynamic between client, team-members and the consulting firm and have
consistently delivered outstanding results.
• I use gap analysis and risk management controls effectively. I particular, I have
used these techniques to best effect in identifying business improvement
opportunities and then successfully implementing changes to deliver these
improvements in a sustainable and realisable manner.

Career Summary

Nov 2009 – Present: Sustainable Implementation Management Services

Positions: Owner and Manager (www.simsworx.com)

• Day to day management of consultancy operations and sales/business development.

• Business Start Up Consulting with a US based health care provider

Apr 2009 – Nov 2009: Sydney Consulting (www.sydneyconsulting.com.au)

Position: Operations Director
• Day to day management of multiple projects, auditing, quality control, resourcing,
client liaison, training and development of consulting staff and client’s staff.
• Successfully program managed a multi project productivity improvement project with
Thai based Global shipping and Logistics service provider Thoresen Thai Agencies.
Implemented new forecasting, planning, scheduling and reporting processes and
systems MCS (Management Control System) which increased fleet capacity
utilisation by $8 Million USD and reduced Vessel Fleet Fuel and Maintenance costs
by $7 Million USD.

Nov 2008 – Apr 2009: Sustainable Implementation Management Services

Positions: Owner and Manager
Director Maxx Operational Management Pty Ltd
• Day to day management of consultancy operations and sales/business development.

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• Conducted scoping and analysis of a number of projects and presented to senior
management of Qantas and Queensland Rail.

Jan 2004 – Oct 2008: Maxx Implementation (www.maxx.com.au)

Positions: Director of Operations
Program Manager
• As Director of Operations, successful delivery of over 30 projects on time and on
budget, achieving all project deliverables.
• Program Manager of Argyle Diamonds, Australia Post, QR National Coal, BHP
(BlueScope) Steel and Star Track Express major projects.
• Managed a team of up to 50 Project Managers, Consultants and Analysts.
• Project managed over 50 business re-engineering and implementation projects,
achieving agreed deliverables within contract deadlines.
• Awarded high commendation for excellence from CEO of Argyle Diamonds for
project achievements.
• Implemented new learning and development program for consultants and given
recognition by Maxx CEO for outstanding contribution to staff development.

Sep 1997 – Dec 2003: Maxx Implementation

Position: Group Project Manager/Program Manager
• As an individual project manager and later a group project manager, successfully
project managed over 30 business re-engineering and implementation projects,
achieving agreed deliverables within contract time schedules.

Mar 1997 – Sep 1997: TCC Consultants

Position: Senior Consultant/ Business Analyst

Feb 1996 – Mar 1997: Refrigerated Roadways/ Woolworths Homebush

Positions: Contracts Manager NSW/ACT
Distribution Centre Manager
General Manager Designate
• Successfully managed the distribution of fresh produce in NSW/ACT increasing
revenue by 15 per cent and profit by 6 per cent.
• 200 staff, 120 trucks and $40 million turnover 1997.

Dec 1985 – Dec 1995: Pioneer Concrete and Quarries

Positions: Divisional Manager Quarries &Transport NSW
Director Pioneer Concrete NSW Pty Ltd Jul 94 to Dec 95
Area Manager Quarries NSW Aug 93 – Jul 94
Area Manager Southern NSW Oct 1990 – Jul 93
Manager ACT Oct 1989 – Sept 1990
Plant Manager Perth Jan 1986 – Sep 1989
Graduate Trainee Perth Dec 1985
• 500 staff and $200 million sales 1995.
• Surpassed budgeted profit by $5 million in 1995.
• Implementation of cost reduction Program resulting in 7 per cent savings.
• Ten per cent improved productivity per man hour.

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• Reached agreement with AWU, FIME, TWU and MTU on four separate enterprise
agreements.
• Maintained Third Party NATA Quality Assurance Accreditation for Quarry and
Transport Division.
• Improved and enhanced staff training program, including customer service and sales
training.

Key Achievements 1997 – 2010:

Program Management Roles
• Thoresen Thai Agencies, Bangkok Thailand April to August 2009. Successfully
program managed a multi project productivity improvement project with Thai based
Global shipping and Logistics service provider. Implemented new forecasting,
planning, scheduling and reporting processes and systems MCS (Management
Control System) which increased fleet capacity utilisation by $8 Million USD and
reduced Vessel Fleet Fuel and Maintenance costs by $7 Million USD. Team of 12.
• Star Track Express NSW Operations and Fleet Review Oct 2007 - Oct 2008,
Program Manager. Decreased cost by $9 million per annum. Team of 11.
• QR National Coal Goonyella Coal Chain Review and Improvement Project, Jul 2007 -
Dec 2007, Program Manager. Increased throughput by 15 per cent, increased
locomotive reliability. Team of 10.
• Centennial Coal Tahmoor Colliery NSW – Operational Due Diligence and Project,
Jan – Jun 2007, Program Manager. Increased scheduled operating time by 18 per
cent. Team of 10.
• Mrs Crockets Kitchen, 2006, Business Improvement project, Program Manager.
Increased production by 14 per cent. Team of 8.
• Argyle Diamond Mines WA (Rio Tinto), 2004 - 2006, Program Manager, Back to
Basics Project. Increased production by 13 per cent. Team of 20.
• Argyle Diamond Mines U/G (Rio Tinto), Apr 2004 - Jun 2006, Program Manager Dirt
to Diamonds Project. Increased production by 15 per cent. Team of 6.
• Mayne Pharma NSW, 2004, Program Manager. Increased profit by $3 million per
annum. Team of 8.
• New Zealand Steel, Jan – April 2004, Due Diligence, Program Manager. Identified
NZ$50 million cost reduction opportunities. Team of 8.
• Australian Pharmaceutical Industries, 2002-03. Delivered $2 million + profit increase
per annum. Team of 10.
• Australia Post, Victoria, Sep 1997 - 2002 Program Manager for Future Post Project
20 Projects, NSW/Vic, Sep 1997 - Jan 2002. Reduced costs by $50 million. Team
of 30.
• Pacific National, 2002-03, Program Manager. Delivered $10 million + profit increase
per annum. Team of 10. Coal, Grain, Bulk, Intermodal.
• BHP Steel Flat Products NSW, 2001-02, Program Manager. Delivered $10 million +
profit increase per annum. Team of 16.
• PMP Print, 2001-02, NSW and SA, Program Manager. Delivered $15 million + profit
increase per annum. Team of 10.

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Project Management Roles
• Anglo Coal Australia Grass Tree Mine, 2006-07. Project increased production by
17 per cent. Team of 7.
• Anglo Coal Australia Moranbah North, 2006. Project increased production by 15 per
cent. Team of 10.
• Pasminco Century Mine Qld, 2001 - 2003. Delivered $5 million + profit increase per
annum. Team of 6.

Operational Reviews as Senior Presenting Analyst

• Tasmanian Racing Business Review 2009
• QR Passenger City Train Operational Review, 2008.
• Qantas Freight Sydney Freight Terminal Operational Review, 2008.
• Sydney Airport Corporation, 2006, Operational and Security Review.
• Port of Melbourne Corporation, 2006, Security and Operational Review, Project
Manager. Compiled and audited MSIC Security documentation and processes.
• Mackay Port and Airport Corporation, 2006, Operational Review. Completed car
park and baggage system and handling review and audit.
• Auckland International Airport, 2006, Business Improvement Project. Completed
baggage system and handling review and audit.
• BMA Coal, 2005-06, Housing and Personnel Review. Compiled Housing Report with
Future Strategy Recommendations.
• Port of Brisbane Corporation, 2005-2007, MSIC Audit and Implementation. Compiled
and audited MSIC Security documentation and processes, New GP Wharf
documentation and tender documents.
• Qantas Airways Ltd 2005 ASIC Due Security Diligence and Project. Compiled and
audited Security documentation and processes.
• KH Foods – Mills and Wares 2005 Project, Increased production by 10 per cent.
• Eurest Australia 2003 Due Diligence Identified $2 million cost reduction opportunities
per annum.
• McMillan Press 2003 Due Diligence. Identified $3 million cost reduction opportunities
per annumper annum.
• Blue Care Nursing and Centres for Retirement Living, Dec 2000, Qld, Due Diligence,
Senior Analyst. Designed a blueprint for operational excellence in aged care.
• Stawell Gold Mines Nov 2000 Vic, Due Diligence, Senior Analyst. Identified $2.5
million opportunities per annum.
• Freight Australia Sep – Oct 2000 Vic, Due Diligence, Senior Analyst. Identified $22.5
million opportunities per annum.
• Polyaire Air-conditioning Products S.A/Vic Jun – Aug 2000, Project Manager.
Delivered $3 million + profit increase per annum.
• TI Automotive Systems S.A/Vic May 2000, Senior Analyst. Delivered $2 million +
profit increase per annum.
• Pasminco Broken Hill Mine NSW Apr 2000, Senior Consultant. Delivered $10 million
+ profit increase per annum.
• Repco Auto Parts Australia Feb – Apr 2000 Vic, Senior Analyst. Delivered $3 million
+ profit increase per annum.

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• Berri Limited Jan – Feb 2000 NSW, Due Diligence, Senior Analyst. Increased output
by 15 per cent.
• Pracom Victoria Sep 1999, Senior Consultant. Increased productivity by 12 per cent
per annum.
• Revesco Investments (Healthcare) WA, Jun 1999, Due Diligence, Senior Analyst.
Identified $2.5 million opportunities per annum.
• Hazel Bros. Earthmoving and Contracting Tas Feb 1999, Senior Analyst Due
Diligence. Identified $2 millon opportunities per annum.
• KR (Castlemaine) Darling Downs Bacon Qld Apr 1998, Senior Analyst, Due
Diligence. Identified $3 million opportunities per annum.
• Dairy Farmers NSW Operational Review April - August 1997 Senior Analyst.
Delivered $10 million + profit increase per annum.

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M.L. Chandchutha Chandratat
Managing Director
Thoresen Thai Agencies Plc, August 2009

"A significant part of the Thoresen Group's medium-term strategy is to ensure that our various
businesses are managed in a more professional, transparent, and profit-oriented manner. Our dry
bulk shipping business, which is our largest one, was selected to work on various business
improvement projects to achieve the above objective.

The global economic recession at the end of 2008 only highlighted the need for the Thoresen Group
to be a more commercially minded organization. In particular, demand for our dry bulk shipping
services fell dramatically as world trade declined. We simply did not have the
management tools and disciplines required at all levels to consistently utilize our capacity and other
resources most effectively.

Now that the Management Control System implementation project by Sydney Consulting has been
completed, I wish to formally say thank you for the successful work, completed at the end of July,
which was done with the dry bulk shipping business. The dry bulk shipping business is better
equipped with a well-thought out and communicated set of tools, which should enable managers to
plan and schedule vessel capacity utilization more accurately and to better control its use of
resources of all types across the whole operation.

In addition to the positive work done at the front end, forecasting and planning, significant work
was also accomplished at the hands-on, on-board level. A team of Sydney Consulting consultants
concentrated on designing and implementing control tools for on-board use and trained six vessels
before the project ended. While the work on forecasting and planning required a sophisticated
approach to the business, the on-board implementation required a design that matched the
conditions for use in that environment. The highly streamlined control elements exactly and
effectively matched the on-board environment.

The project, as we knew it would, presented a range of challenges. There were existing related
projects already running which required a collaborative approach by Sydney Consulting. A number
of key executive roles were unfilled during substantial portions of the project. There was definitely
resistance to an approach requiring a greater level of control and scrutiny within some areas of the
business. These challenges were effectively managed by Sydney Consulting and the executive team.
In fact, the Sydney Consulting team was unrelenting in its focus on meeting the needs of the
project.

Through the development and implementation of the MCS, Thoresen's dry bulk shipping business
has improved its capacity utilization, reduced fuel consumption, and increased effectiveness in
repairs and maintenance expenditures.

Finally, completion of the project with Sydney Consulting has afforded our executive and dry bulk
operating teams considerably more insight and control into our business; insight that without
Sydney Consulting's assistance would have taken considerably longer to attain, and likely without
the same level of consistency and completeness in implementation".

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