We are one of Australia’s leading suppliers of educational, play and creative resources and products across Australia and New Zealand, bringing together a portfolio of trusted brands that serve educators, families and creative communities.

Our distinct brands retain their own identity in market while our commercial teams unify behind them to deliver scale, consistency and growth.

2 Transformation Overview

The business is currently pivoting to align closer with its customers and their needs. Traditional business units and P&Ls; are being realigned into two key channels/routes to market. This represents a material change for sales and marketing teams, but there are also changes needed from the supporting functions like Category Management, Supply Chain, Finance, IT and People Services.

The transformation scope includes key commercial and service opportunities:

Network design (DCs and Logistics) -

review and renew the DC and logistics footprint of the group, including all transport activities nationally, and consideration of WMS/Automation solutions.

S&OP; and Inventory management -

support the design and rollout of S&OP; capability, driving the integrated planning cadence of the organisation over a rolling 18-month horizon to optimise inventory holdings.

Operational effectiveness (DCs and Manufacturing) -

design the operational effectiveness approach for the supply chain and build commercial capability in key areas such as productivity (labour management), transport and manufacturing.

Customer Experience

- take steps to materially improve the customer experience across all interactions from account set-up and managing customer orders and notifications, to resolving availability and fulfilment issues, through to data analytics and automation.

Cost Base improvements

- consolidate and leverage the Group's supplier base across all brands, supporting the renegotiation of supplier terms, manage costs (FOB, freight, duty, packaging) and reduce range/SKU complexity to enhance gross margin. The majority of this workstream is owned and managed by the GM Commercial Operations; the GM Transformation will work alongside to enable and expedite key workstreams to deliver the targeted savings and benefits.

3 Position Purpose

The purpose of this role is to build capability in people, processes, systems, data analysis and management reporting across the Group to deliver key goals in customer service, commercials and operational efficiency. The role will work across channels to market and business functions to deliver critical projects and goals for the group.

The role is accountable to both lead transformational projects and build capability in the organisation. Running a strong PMO function is critical, with the focus being on commercial and customer gains through effective delivery of change through the organisation. The role reports to the CFO and works across both Finance and Supply Chain, partnering closely with the CSCO. As internal capability is established, the role will progressively bring in-house program elements currently supported by external advisers, reducing reliance on third-party support.

4 Key Accountabilities

As the GM Transformation, key accountabilities include:

Network design (DCs and Logistics)

Ensure the Transformation program supports the effective design, sourcing, build, commissioning and go-live of all network changes.

Help develop the business case and drive execution and delivery post Board approval.

Conduct network strategy reviews (supported by SMEs and the S&OP; cycle) to ensure right product, right place, right time, and lowest cost.

Oversee the design of the future freight network and lead the subsequent negotiations and tendering of all freight activities across the network.





Support the reduction and elimination of overflow DCs and ensure the NDC/RDC network is fit for purpose and low cost.

S&OP; and Inventory management

Support the end-to-end rollout of the monthly S&OP; cycle - portfolio review, demand review, supply review, reconciliation and the executive S&OP; meeting - so the Group operates to one agreed, financially reconciled plan.

Ensure the integrated plans drive key commercial outcomes and customer goals for the business.

Take a holistic view of the value being generated by integrated planning, working across functions to ensure the right channel, customer and commercial outcomes are being achieved to support and drive the business strategy.

Inventory management & flow

Work with the SC Planning team to ensure optimal commercial decisions are being made regarding the investment in inventory.

Support the team to set and manage inventory targets, safety stock and replenishment settings that protect product availability while optimising inventory and working capital across the Group.

Review the inbound flow from offshore suppliers and understand how to optimise the inbound network, reducing cost and improving reliability and service lead-times. Lead the tendering of this work and the potential establishment of offshore consolidation centres.

Work with the SC Planning and stock flow managers to ensure the optimal flow of product through the network - inbound, warehousing and distribution - so stock is in the right location to meet demand and service targets.

Support the effective management of aged, excess and obsolete stock, working with the commercial teams to clear it, and keep inventory healthy and cycling.

Operational effectiveness (DCs and Manufacturing)

Ensure there is a clearly defined approach and plan for Operational Effectiveness across the DC and manufacturing sites.

Establish key labour and facility planning principles, capability, reporting and data analysis to drive a program of continuous improvement of these elements over multiple years - establishing a CI mindset and continuous improvement culture that constantly evolves.

Support the manufacturing business to identify both growth opportunities and cost competitiveness initiatives, with clear capital programs to support top line and margin growth.

Customer Experience (Service & performance)

Own the planning contribution to customer service and availability targets, balancing service, cost and inventory across brands and channels.

Define and report the planning KPIs - forecast accuracy, plan adherence, service levels, inventory and working capital - and drive action against them.

Partner with the customer service teams so order, availability and fulfilment issues feed back into demand and supply plans.

Support the GM Commercial Operations through a structured review of the supplier and contract-manufacturer base across all brands, identifying consolidation opportunities and leveraging Group volumes to improve price, payment terms, MOQs, rebates and quality.

Run sourcing events and supplier negotiations with Procurement / Category, putting fit-for-purpose supply agreements in place for key suppliers.

Drive a landed-cost reduction program (FOB, inbound freight, duty, packaging) and support range/SKU rationalisation with the category teams, with a COGS benefits pipeline reconciled to margin.





Team leadership & ways of working

Build strong PMO and governance capability that drives rapid, successful implementation of initiatives and ensures ongoing, sustainable returns for the group.

Support the LT to lead, coach and develop commercial capabilities across the group.

Own the transformation benefits register - baselining, tracking and Finance-validated reporting of benefits against business cases and the FY27 budget.

Lead change management and communications so impacted teams are engaged, trained and supported through the transition to the channel-led operating model.

Coach and mentor the team, building a genuine high-performance culture and predictive capability.

5 Selection Criteria

PMO and program governance experience

- proven ability to set up and drive significant programs of change and ensure they deliver customer and commercial results for the organisation.

Procurement and COGS improvement

- experience leading strategic sourcing, supplier consolidation and landed-cost reduction programs, ideally with offshore (Asian) supply bases.

Deep experience transforming logistics networks

- ability to oversee and direct broad network changes across DCs and Logistics providers in particular.

Commerciality

- able to take strategic and tactical goals and understand the key commercial drivers to achieve them, and translate these into clear plans, discrete and targeted projects, and strong delivery.

Strong knowledge of SC / logistics systems and building analytical capability

- implementing or improving Supply Chain systems including planning systems, S&OP; processes, labour planning, WMS, FMS and must have advanced Excel skills and experience designing the build of data lakes and BI tools.

Deep negotiation skills

- experienced in running large tender, contract negotiations with freight providers, managing landlords and negotiating long-term arrangements end to end.

Proven leadership driving great customer outcomes

- ability to genuinely champion the customer across the business and in every program element.

Private-equity-backed or management consulting / transformation background, with exposure to value creation plans and Board reporting.

Formal program or improvement credentials (e.g. PMP, PRINCE2, MSP, Lean Six Sigma) and experience with Pronto ERP, MS Fabric / Power BI or similar ERP and data platforms.

Experience across manufacturing, warehousing and customer service, and multi-brand or multi-channel supply chains.

Experience in a fast-moving products business serving education, consumer or similar markets.

Experience with long lead-time international inbound supply.

6 Capabilities & Attributes

A hands-on Transformation leadership role. The capabilities and attributes it demands include:

Manages and prioritises the PMO

- brings competing demands and priorities into one overall (workable) plan and makes the trade-offs clear to all stakeholders.

Leads through influence

- works across a broad range of senior stakeholders and brings them together to support a single plan, even without direct authority over them.

Develops the team

- leads, coaches and grows the broader team to develop commercial and analytical capability in particular.

Resilient and adaptable

- highly resilient personality who leads effectively through prolonged periods of change and in a dynamic, multi-channel and multi-brand environment. Knows when to ‘hold the line’ on delivery and milestones achievement, yet also assesses risk and resource constraints across the broader program, and is confident to call it out.

Additional information

Full time, contract 1-2 yrs

Reporting to the Chief Financial Officer (CFO)

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📌 General Manager Transformation (Mona Vale)
🏢 seek.com.au
📍 Mona Vale