PROFESSIONAL PATH
Alister started out as an Engineer, but never had a great affinity for the technical side of it, and quickly became involved in Site Management and Project Management – the people side of it.
His time working in Asia was a huge awakening, particularly his time spent in Thailand. He also studied extramurally at Massey University and gained a Diploma of Business Admin.
The major elements of his career have been:
1) Working in foreign countries and cultures as an engineer and project manager, which opened his eyes to the big wide world, and developing an understanding that harnessing human energy was the most important determinant of achievement. He learnt to greatly value diversity.
2) Deciding to pursue a commercial career rather than a professional one, and starting a curtain-walling company (within a Corporate Group), undertaking subcontracting work designing and installing exterior cladding systems for high rise buildings, during the overheated madness of the late 1980s.
3) Becoming Managing Director of ABB Industrial Group in NZ which exposed Alister to global management. ABB was run by Percy Barnevik, one of the business world’s great leaders and communicators of the time. This also gave Alister the opportunity to attend a short course at the Institute of Management Development (IMD) in Lausanne, Switzerland, entitled “The Strategies of Change”.
4) Taking Mercers into the Indian market to support the entry of McDonalds into that market.
5) Assuming the leadership of Englefield Industries. He quickly turned a loss making business back to healthy profitability and led its expansion in Australia and entry into the Middle East through Dubai. He then led the sale of the business to Kohler, from Wisconsin USA, at a very attractive multiplier. Along the way they were granted an Export Award by NZTE and Alister was a finalist in Ernst & Young's Entrepreneur of the Year Awards.
6) His 9 years at NZPM Group was a wonderful period for Alister, crystalized with some very satisfying achievements including:
a. Developing the best management team in the sector, and watching people grow dramatically.
b. Appreciating the Cooperative business model, and forming some very strong relationships with many Shareholders. He dramatically increased levels of Shareholder engagement with AGM attendance increasing from a handful of people to over 220.
c. Leading a Culture Change process, facilitated by Peter Crellin and based on the material of Human Synergystics, to encourage Constructive Thinking within the organisation, introduce more effective decision making processes and elevate levels of empowerment and personal responsibility. He also led a project by Proudfoot to overhaul company systems and processes and focus on best practice.
d. Introducing a much greater focus on Strategic Planning for the business, which led to the formulation of a plan to grow Patton into a significant player internationally in the commercial refrigeration segment. Alister was very hands-on in leading the expansion of Patton, from 1 to 12 outlets in Australia, forming a JV assembly plant in Thailand and getting established in and penetrating the Indian market, whilst maintaining profitability throughout.
e. Leading the thrust to embrace technology and chairing the Steering Committee of a significant ERP implementation.
f. Leading a review and revision of the Constitution of the Company, closing a Deposit Scheme and leading a very successful Capital raising programme in challenging times.
g. Maintaining Group profitable performance through the worst period the building and construction sector in NZ has experienced for decades.