<p> Resume – Scott Hastie</p><p>Contact Details:</p><p>Mobile +61 438 307 087 Email [email protected] LinkedIn My Profile Web Site www.3psinprofit.com.au </p><p>Profile: I am passionate about growing your business, together.</p><p>I specialize in providing direct business consulting & coaching services to small and medium businesses and partnering with performance improvement organisations to support, and/or lead client engagements.</p><p>I specialize in business transformation, business process improvement, project management, and change management.</p><p>Education:  MBA (Business Administration), Curtin University of Technology, 2013.  M.Sc. (Project Management), Curtin University of Technology, 2010.  B.Comm. (Human Resources & Industrial Relations), Curtin University of Technology, 2003.  Certified Lean Six Sigma Green Belt, Australian Institute of Management, 2014.</p><p>Employment History:</p><p>Employer 3 Ps in Profit Pty Ltd Position Title Managing Director & Lead Consultant Duration April 2015 - Present</p><p>Role Overview:  I specialize in providing direct consulting & coaching services to small and medium businesses and partnering with performance improvement organisations to support, and/or lead client engagements.</p><p>Key Achievements:  $6m in contractor cost reductions delivered at a global gold mining company.  $7m in headcount cost reductions delivered at a national mining services company.  Process performance reporting diagnostic executed for a global mining services company. Results & recommendations were submitted in a global $5b bid.</p><p>Employer Rio Tinto – Global Business Services Position Title Manager Program Support & Delivery – Global Process Ownership Duration November 2013 – April 2015</p><p>Role Overview:  A global business improvement team was established in the Procurement division to drive improvements in sourcing cycle time & touchless invoicing. I was accountable for overseeing the delivery of the improvement portfolio.</p><p>Key Achievements: Resume – Scott Hastie</p><p> 15% reduction in global sourcing cycle time achieved through the implementation of electronic signatures.</p><p>Employer Rio Tinto – Procurement Position Title Global Project Manager & Leader Business Improvement Duration July 2011 – November 2013 Team 8 personnel</p><p>Role Overview:  Procurement’s average sourcing cycle time was well below peer group and world class performance. I was accountable for building & developing a business improvement team & strategy to improve the effectiveness and efficiency of the source to contract and purchase to pay processes.</p><p>Key Achievements:  50% reduction in global sourcing cycle time achieved through process redesign, system standardization and elimination of re-work.</p><p>Employer Rio Tinto – Iron Ore Position Title Superintendent – Operations Improvement Duration March 2008 – July 2011 Team 21 personnel</p><p>Role Overview:  The Dampier port terminal was the bottleneck in the iron ore supply chain. I was accountable for debottlenecking the outload circuit to increase port performance. </p><p>Key Achievements:  20% improvement in port production performance that generated ~$880m in additional revenue.  Identification and elimination of 12,000 training and competency gaps; a significant safety improvement and reduction in risk for the business.</p><p>Employer Minara Resources Position Title Senior Business Improvement Specialist – Shutdown Maintenance Duration February 2007 – February 2008 Team 4 personnel</p><p>Role Overview:  Maintenance shutdowns accounted for 30% of operational costs and 90 days of production loss. I was accountable for the implementation of improved shutdown preparation and execution practices.</p><p>Key Achievements:  20% reduction in average shutdown duration achieved. 18 days of full production were injected back into the system accounting for a 5% increase in plant output.  Average shutdown costs reduced by $150,000 per shutdown; $1.25m annually.</p><p>Employer Minara Resources Position Title Senior Business Improvement Specialist – Commercial Duration July 2005 – February 2007 Team 4 personnel</p><p>Role Overview:  Operating costs/per tonne were 30% higher than industry standards. I was accountable for developing & executing a cost reduction program. Resume – Scott Hastie</p><p>Key Achievements:  Operating costs were reduced by 25% per annum ($24m) through negotiated rate reductions, consolidation of work packages to contracted vendors, improved spend approval processes, improved rebate & recovery processes, and improved reporting & cost review processes. </p><p>Employer Minara Resources Position Title Business Improvement Specialist – Mining Production Duration March 2005 – July 2005</p><p>Role Overview:  Mining production was the bottleneck in the supply chain. I was accountable for the delivery of improvement projects to increase mining production performance.</p><p>Key Achievements:  Delivered improvement projects that standardised dig from & too times, reduced transport downtime, and eliminated misallocated loads. These projects resulted in the delivery of 4,500t of additional ROM ore to the processing plant.</p><p>Employer ERG Group Position Title Human Resources Advisor Duration December 2003 – February 2005</p><p>Referees:</p><p>Referees are available on request</p>