+61 (0) 449 784 574



National refrigerated logistics company achieved 9% labour cost reduction

Assisted this national logistics business with post-merger performance improvement.

Key achievements:

  • Labour cost reduction in excess of 9% by redesigning rosters and staffing
  • Improved forklift productivity by matching equipment type and operating hours to operational requirements
  • Performed revenue and profitability analysis – cost to serve, lane balancing and rate normalisation/structuring
  • Identified various other improvement projects, prioritised actions and coached the management team in execution
  • Developed visual boards in all of the sites to drive short interval control to front-line staff and achieve results

Ulendo was responsible for delivering a 5-month Continuous Improvement engagement… across 4 states. He was highly results oriented and his commitment was second to none – driving our business units to stay on track, enabling them to deliver well in excess of the agreed target.

He displayed a very high degree of commercial acumen, as well as understanding and empathy for the challenges of our business. Ulendo was able to build strong rapport with our teams and shared his knowledge with them through ongoing coaching. This was a real benefit for us as the teams can now leverage this and deliver sustainable results… I strongly recommend Ulendo for similar roles.”

GM – National Refrigerated Logistics Company

Copper Mine

Stabilised an underground copper mine and reduced logistic spend by 18%

Stabilised the on-site commercial function and overcome severe working capital constraints of this mine and processing plant, employing 300+ people with a turnover of ~$200m pa

Key achievements:

  • Enabled the mine to remain operational by urgently establishing a rolling 13-week cashflow, identifying critical dates and prioritising turnaround actions
  • Restored the supply of products and services through urgent negotiation with suppliers, stabilised the commercial relationships and agreed on payment postponement plans
  • Negotiated interim sales of stockpiled copper concentrate to accelerate the receipt of revenue and reduce the lumpiness of inflows to ease cashflow pressure
  • Reduced the logistics spend by 18% by rationalising the number of suppliers through competitive tender and introducing continuous improvement into all new contract arrangements
  • Transitioned to a new off-take agreement with a concentrate buyer and formalised freight management processes to enhance supply chain monitoring and control
  • Restructured the commercial team by recruiting site based roles, formalised role descriptions and instilled performance management principles to ensure a stable performing team
  • Implemented a first principle budgeting process and cost management culture
  • Developed month-end packs for Board reporting

Mining Services

International drilling company achieved $25m pa operational improvement

Engaged by the business and private equity partner to improve operational results.

Key achievements:

  • Delivered operational improvements of $25m pa globally – APAC efforts were focused on drill time and drill rate improvements
  • Analysed operational data, performed time and motion studies with underground drill crews
  • Identified various improvement projects, prioritised actions and coached the management team in execution
  • Developed visual boards to drive short interval control to front-line staff
  • Coached crews in shift hand-over sessions to drive implementation of ideas and improvement

“Ulendo coordinated the APAC team of a global productivity improvement project – he impressed with his ability to develop practical improvement ideas and with his sense of urgency in implementing them at the Olympic Dam site. He was easy to deal with and he interacted well with all levels of the organisation. Ulendo displayed a wealth of operational experience which makes him a very valued advisor.” 

Operations Manager, APAC – International Drilling Company

Processing Plant

International miner successfully executed a US$12m processing plant upgrade

Engaged to manage the planning, readiness and execution of a major maintenance shut on behalf of an international coal producer in rural/remote Southern Africa. This was a business critical event and not meeting objectives would have resulted in major losses.

Key achievements:

  • The shut was executed on time and budget (US$12m), used 12 contractors with ~500 people over 21 day period with no major safety incidents
  • Planning for the event included parts/component supply with associated cross-border logistics, people mobilisation and health & safety considerations
  • Planning and execution was driven by a short interval control process and daily visual board sessions to ascertain status and plan/execute corrective actions

“I had the pleasure of working with Ulendo in 2015 at the mine in Mozambique.  It was a very intense period of the ramp-up and Ulendo provided excellent consulting services to the CHPP as they planned for their first major shutdown.  The shutdown was successfully delivered and Ulendo played a key role in the development of tools and process.”

Country GM of Operations – International Mining Company

Various Other

Operational improvements

  • International explosives manufacturer: developed value driver trees to derive Exco-level KPIs to be cascaded into regional businesses
  • National facility company & call centre: re-engineered processes and coached front-line staff to achieve daily targets
  • National financial services company: developed a Centre of Excellence to enable Robotics Process Automation
  • Sydney-based waste processing: performed a buyer-side commercial due diligence
  • PNG-based oil & gas company: performed a benchmark study for support services


  • National construction and civil engineering client (turnover >$1bn pa): performed a review and improved process and profitability
  • National civil engineering company: working capital management, interim funding, negotiated with banks, ATO and legal advisors
  • Textile manufacturer: market development, negotiating off- take agreements, process re-engineering and equipment refurbishment
  • African telecommunications company: managed severe cash shortage, secure crisis funding, reduced overheads, dispose redundant assets and redeploying stock

Entrepreneurial and Operations

  • Established a niche supply chain consulting business
  • Owner/MD of a logistics business
  • Founder of a food processing business


  • Various projects with industrial, consulting and financial institutions