Experience — Fred Goodwin

My name is Fred Goodwin and I am an experienced executive and project consultant with extensive experience driving initiatives for a diverse range of companies. I bring a high level of leadership experience in overall management, training, and mentoring employees to seize success. I align all strategies and simplify processes to execute the mission. I create solutions that help organisations unlock their full potential, create a sustainable competitive advantage, and achieve synergies across the business.

I have a passion for strategy, people, and innovation.

Organisations need to focus not just on keeping the ball rolling, but planning where they are going also. They need experience professionals who can see the 'forest from the trees' and design strategies that get them to where they are needed.

★ At The Capricornian, I led a three-year rebranding and transformation program to improve local market presence and modernize the brand without alienating the more established customer base.

Organisations also need experienced professionals who understand people to the core while framing things for them on an individual basis. I give my staff the opportunity to create success as if
they owned the company.

★ At Minecorp, I orchestrated a cultural shift within the sales team to empower them to aggressively pursue new opportunities and transition from 'order takers' to 'order makers.'

A constant eye towards ways to innovate and improve businesses processes is also needed. I create solutions that reduce costs while increase profit share without sacrificing customer service and overall quality.

★ As a consultant for Elegant Works, I partnered with clients to develop and create robust business goals to implement growth and competitive strategies.

I am currently looking for my next leadership opportunity where I can make a big impact and affect people in positive ways. If you have an opportunity I might be interested in, please contact me.

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Experiences

SME business consultancy firm partnering with clients to understand their strengths, what differentiates them in the marketplace, and what they need to do to be successful. Providing professional advice and formal reports on business planning, change management, operations, sales diversification, marketing, project management, and IT.
Approved Mentor in the Queensland State Government Program called Mentoring for Growth. The program assists enterprises that are in high/rapid growth mode by providing access to a panel of business mentors who can help address commercial challenges that the companies may be facing.
Engaged by Chandler MacLeod to run an Employee in Transition Program.
Responsibilities and Achievements
Carrying out research and data collection to understand the client organisation
Conducting analysis, interviewing the client's employees, management team and other stakeholders
Running focus groups, facilitating workshops, preparing business proposals and presentations
Identifying issues, forming hypotheses and solutions then presenting findings and recommendations to clients
Assisting in the implementation of recommendations/solutions and ensuring the client receives the necessary assistance to carry it all out
Managing projects and programs leading and managing those within the team

Locally owned and operated store in an international manufacturing and distribution network. Minecorp installed fit-for-purpose and functional accessories to light fleets within Mining and Commercial applications.
Responsibilities and Achievements
Maintained full P&L accountability and managed five direct reports and 15 additional staff members
Business development, strategic planning, sourcing, manufacturing, product development and design
Instituted a benchmarking project that measured and tracked employee and process workflows; eliminated the need for redundancies and streamlined processes to improve service and delivery metrics up to 30% ;
Orchestrated a cultural shift within the sales and logistics teams leading to the winning of new business and higher margins
Trained, mentored, and professionally developed the sales team to pursue new opportunities and transition aggressively from order takers to order makers
Worked with the logistics team to fully control the process leading to better turn-around times for clients
Created a Capability Statement that clearly articulated the company's core competencies, performance record, and differentiators that played a significant role in forging relationships with new suppliers
Created a phase of rapid growth that saw the team expand from five to 20 employees and built out customised processes and infrastructure to handle the increased demand
Implemented a Competency-Based Framework for remuneration for workshop team that was fairer and helped promote quality and personal development
Directly Managed team leaders/managers in Sales, Operations/Logistics, Workshop, Warehouse, Quality and Finance
Strengthened the company's business by leading implementation of CRM system, updating voice and print solutions and general workplace performance culture programs

Regional credit union based in Rockhampton with eight branch locations and 80 employees.
Responsibilities and Achievements
 Reported directly to the CEO to take the lead in the credit union’s day-to-day operations and spearhead the development and implementation of the organisation’s strategic plan
 Directly supervised six functional managers including the General Managers of Lending, IT, and Retail Banking and the HR, Marketing, and Business Development managers
 Attended and presented at Board Meetings and acted as proxy for CEO as needed
 Worked closely with the Chief Financial Officer to ensure the credit union’s success and allow the CEO to work on prudential and strategic projects
 Directed a three-year rebranding of the organisation to increase local market presence and modernised the brand without alienating the more established customer base
 Reduced operating costs by leading the change of the organisation’s payment services (cards, cheques, ATMs) which also increased the services available for customers
 Realigned the roles within the organisation to be on a more modern footing starting with the change of the General Manager title to Chief Executive Officer and moving down the structure assisting with recognition within the community and industry
 Spearheaded an organisation-wide project to update the IT and Telecommunications infrastructure; completed the project on time and $80,000 under the $500,000 budget
 Negotiated and implemented a staffing structure that reduced FTE in branches from an average of 5 FTE to 2.5 FTE per branch
Direct Reports:
 General Manager Lending - responsible for all credit decisions (approval/decline applications), preparation of contracts/mortgages, releases of mortgages.
 General Manager Information & Technology - responsible for all IT, platforms and communication systems within the organisation.
 General Manager Retail Banking - responsible for the operation of the branches, call centre, Financial Planners and the management of agreed targets.
 Manager People and Culture - responsible for all Human Resource functions, including cultural improvement programs.
 Manager Business Development - responsible for the management of the third party products, as well as several special projects.

Responsibilities and Achievements
 Oversaw the development and growth of the business through increasing market presence and consumer awareness of products and services offered by the credit union
 Trained, mentored, and managed a dedicated team of professionals in the Marketing, Product Development & Product Management areas
 Restructured the marketing department that elevated the team’s ability to produce collateral and drive campaigns that were on par with much bigger, better-financed competitors
 Won approval from the Board to conduct market research regarding customer opinions of Capricornia, credit unions in general, and the appropriate product mix to resonate with new and existing customers
 Developed a process for all marketing material to have a similar Look and Feel, thus leveraging all pieces off each other
 Instrumental in the organisation of a grassroots campaign to defeat a hostile takeover attempt; led the team that rallied customers to keep the credit union member-owned
 Developed and rolled out access to Mortgage Broker products where the credit union sold other institutions’ loans to members when the credit union was unable to do so

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Fred Goodwin

General Manager

Principal Consultant

General Manager

Deputy CEO

Executive Manager - Business Development