Portfolio

When this global fertiliser distributor launched its Australian distribution operation from scratch across three sites, the foundation they built on mattered. Get it right early, and scaling becomes straightforward. Get it wrong, and every new site inherits the same problems.

I came in at the start, marrying their operational realities to the product across all three sites, mapping how receival, inventory and dispatch actually worked at each location before a single configuration decision was made.

Training was built for two very different audiences: commercial office staff and on the ground operators. Both needed to understand why the system worked, not just how to use it.

That groundwork paid off. When the time came to bring a fourth site on board, it was seamless because the foundations were already there. Growing with a client from day one and watching them scale confidently is exactly what this work was about.

Some implementations are technically straightforward. This one wasn't and the reason it took two years to cross the line had nothing to do with the software.

A global business structure, internal stakeholders and an external carrier network all had different expectations of what the rollout should look like. Getting them across the line required sustained, patient relationship building: showing up consistently, maintaining trust and never letting momentum fade.

The result was a domestic outturn workflow that finally connected the business to its carrier network through the platform. One site, hard-won. It's proof that the human side of change management is often the longest part of any implementation and that sticking with it is what makes it land.

Discussions went on for months before stepping in and what moved it forward wasn't a technical breakthrough. It was sitting down, listening, and actually understanding what the client needed.

The missing piece was the gap the solution hinged on: a way to capture the net weight of the product inside a container. Once that was understood, the build made sense. I worked with the product team to scope a custom solution. From the SOW, running UATs and managing hypercare through to a stable go-live.

That solution is now a core workflow at their site, and it opened a new commercial opportunity for the business. The lesson: when you take the time to understand the pain points, the product builds itself.

A business that processes and distributes bulk canola at scale eventually hits the limits of what a single system can do. Their existing ERP was solid but it needed bolstering. The platform was brought in to handle what it couldn't: the operational layer of product movement through the processing site.

The two systems were connected via a public API and middleware layer, pushing contracts and orders across in real time. Keeping that integration stable and troubleshooting when it wasn't was a key part of my role, sitting at the intersection of operations and technology to make sure both sides stayed in sync.

Phase 1 focused on recording inloads of canola and outloads of canola oil and canola meal, built alongside an integrated automated weighbridge solution from day one. Phase 2 expanded into full site management, adding timeslotting to bring structure and predictability to truck movements.

Two phases, two systems working in concert. A vertically integrated operation with end-to-end visibility built in the right order, at the right pace.

Not every client is a multinational and that's the point. These two independent businesses, a regional grain storage and handling operation and a bulk commodities operator running its own truck fleet, are exactly the kind of operators who benefit most from having the right system, implemented the right way.

The work was about marrying the operational realities of tight-knit, owner-run businesses to a platform built for supply chain complexity. Storage, trading, fertiliser, and logistics. All of it needed to connect cleanly without overcomplicating what were already efficient, people-led operations.

Implementation at this scale is different. There's no IT department. There's no change manager on the client side. There's just a team that needs to build confidence with the system and work together with the person implementing it.

Not all farm clients look the same and this group made that very clear. Some were large independent farming operations. Others were structured corporate entities. Same platform, very different contexts.

A corporate farm brings structured processes, procurement approvals and multiple stakeholders. An independent grower brings deep operational knowledge, minimal admin infrastructure and zero tolerance for unnecessary complexity. Both deserve an implementation experience that meets them where they are.

Across these engagements, I built configurations and training programs that matched each farm's reality. Standardising where it made sense, respecting operational differences where it didn't. The result was farm businesses of every shape and size operating confidently within the same platform.

Running a trading business solo means every hour spent on admin is an hour not spent on the market.

The implementation focused on streamlining arb sales end-to-end: from trade execution through to freight coordination, all managed within a single platform. What had been a manual, multi-step process became something he could run with minimal friction, giving him genuine time back in his day.

Small doesn't mean simple. Getting the configuration right for a sole operator requires just as much care as any enterprise rollout, arguably more, because there's no team to absorb the gaps. He left with a system that worked exactly the way he traded.

By the end of this implementation, the site manager had grown into an enthusiastic adopter. He was the first to the weighbridge to record a load on the mobile app.

That didn't happen by accident. It happened through consistent encouragement, patience and genuine investment in the person, not just the process. Change management and enablement aren't just project tools; sometimes they're what help someone discover a capability they didn't know they had.

The system itself brought every outbound load into a single, auditable trail, removing the manual errors creating friction at the weighbridge and in back-office invoicing. The human outcome was just as meaningful.

No SOPs. Limited technology. Complex multi-commodity truck movements going to different locations against different contracts. This was a business running on institutional knowledge and manual process and it worked, until it needed to scale.

The opportunity was full digitisation from the ground up: not just implementing a system, but helping a team document, rationalise and formalise workflows they'd never had to articulate before. Bringing chaos to order, in the most literal sense.

The complexity of ingredients in, batches out, freight across multiple drops against multiple contracts required careful configuration and a training program built around real scenarios. The business now has its processes documented, its first system-driven workflows, and a team that understands both.

Large multinationals need to demonstrate that their processes hold up to audit, governance frameworks and regulatory scrutiny. That was the compliance brief here.

The engagement centred on a proof of concept to gain buy-in from customs brokers and internal stakeholders across domestic and export teams. It wasn't about flipping a switch, it was about implementing a system that could carry the compliance the business needed.

Stakeholder management spanned global sponsors, two domestic business units, local operational leads and external compliance parties each with different communication needs and definitions of success. The POC delivered that alignment across both units and laid the foundation for an auditable operation that could demonstrate its compliance end-to-end.