Experience & Achievements
Patrick Medley
MANAGING PARTNER, KEDLETON & CO 2013 to date
Established in 2013 to provide strategic consulting and advisory services. A specific focus on helping organisations establish themselves and grow in Asia and Australasia as well as helping them improve their understanding of and interaction with today's consumers. As technology has fundamentally changed the way consumers, customers, suppliers, employees and the organisation interact, so organisations need to rethink their strategic, marketing, sales and supply chain processes to better connect with their key audiences. In addition, providing coaching services to a number of senior executives in transition. Also a member of the Adjunct Faculty of the Australian Graduate School of Management at the University of New South Wales, Australia, working with Executive Education and the MBA programmes.
VICE CHAIR, FOUNDATION FOR NATIONAL PARKS AND WILDLIFE
2015 to date
The Foundation for National Parks and Wildlife is focused on Creating Parks and Saving Species. Joined the Board as a Non-Executive Director in 2015 and was elected Vice Chair in May 2018.
MANAGING PARTNER, RETAIL AND CONSUMER PRODUCTS, GROWTH MARKETS, IBM GLOBAL BUSINESS SERVICES
2012 - 2013
Sydney, Australia - Reporting to: General Manager, Growth Markets, IBM GBS
Key Responsibilities In September, 2012 took over the leadership of the Retail and Consumer Products industries across the 149 countries in the Growth Markets Unit. As such, was responsible for delivering the sales, revenue and profit of these industries. A first priority was to focus on the number of key deals that IBM was leading for a number of our key clients around multi-channel retailing and the omni-consumer. In addition, focused on getting the right teams in place in critical countries such as China and Australia.
Key Achievements
Delivered above market growth for the second half of 2012, as well as progressed a number of significant opportunities in Australia, China, Hong Kong, Thailand, India and Mexico.
MANAGING PARTNER, CONSUMER AND INDUSTRIAL PRODUCTS, EAST ASIA, PwC CONSULTING 1999 – 2002
STRATEGY CONSULTING LEADER, ASIA PACIFIC CONSUMER PRODUCTS LEADER, AUSTRALASIA, PwC CONSULTING
1998 – 1999
Sydney, Australia - Reporting to: Managing Partner, Australasia, PwC Consulting
Key Responsibilities
With the merger of Price Waterhouse & Coopers & Lybrand, I was appointed as the Asia Pacific leader of the Corporate and Operations Strategy practice. As such, I was responsible for developing our strategy and marketing plans, recruiting and training consultants across the region, and developing consulting solutions for our clients. I also led our Australasian Consumer Products team, and delivered a number of engagements with key clients in the region.
Key Achievements
CONSUMER PRODUCTS LEADER, COOPERS & LYBRAND, AUSTRALIA
1994 – 1998
ENVIRONMENTAL MANAGEMENT SERVICES LEADER, COOPERS & LYBRAND, AUSTRALIA
1990 – 1994
MANAGING CONSULTANT, COOPERS & LYBRAND, UK
1989 – 1990
SHELL INTERNATIONAL PETROLEUM COMPANY
1983 - 1989
Global Brand Manager, Automotive Lubricants, London, 1989
Merchandising Manager, NSW, Australia 1987 – 1988
Retail District Manager, Sydney, NSW, Australia 1985 – 1987
Transport & Systems Manager, Parramatta, NSW, Australia 1984 – 1985
Project Leader, Engineering Systems, London, UK 1983 – 1984
IMI plc
1979 – 1983
Export Manager, IMI Rycroft, Bradford, UK 1980 – 1983
MANAGING PARTNER, GLOBAL CONSUMER PRODUCTS INDUSTRY, IBM GBS
2008 – 2012
2008 – 2012
Sydney, Australia - Reporting to: General Manager, Industries, IBM GBS
Key Responsibilities
Responsible for developing the short and long term industry strategy, building industry eminence and thought leadership, developing solutions and assets, developing talent and leadership, and achieving the sales, revenue and profit targets for the global industry. As such, built key relationships with CxOs at a number of clients in the Consumer Products industry around the world, worked with our leaders and teams in the regions to better equip them to drive business, co-wrote a number of thought leadership pieces to drive industry eminence, and worked with leading industry solution providers, associations and analysts to develop solutions and relationships.
Key Achievements
Key Responsibilities
Responsible for developing the short and long term industry strategy, building industry eminence and thought leadership, developing solutions and assets, developing talent and leadership, and achieving the sales, revenue and profit targets for the global industry. As such, built key relationships with CxOs at a number of clients in the Consumer Products industry around the world, worked with our leaders and teams in the regions to better equip them to drive business, co-wrote a number of thought leadership pieces to drive industry eminence, and worked with leading industry solution providers, associations and analysts to develop solutions and relationships.
Key Achievements
Over the past three years, the IBM business in the industry has grown, despite a downturn in the industry impacted by recession, natural disasters and retail aggression. We have continued to develop new solutions for the industry and to shift our team towards more innovative and relevant solutions, especially around the way technology is changing the interactions between company and consumer/shopper. I have personally built senior relationships and assisted at a number of key clients around the world, including AmorePacific (Korea), Friesland Campina (Netherlands), J Garcia Carron (Spain), Li & Fung (HK), Molson Coors (US), Nestle (Switzerland), PMI (Switzerland) and Swire (HK), amongst many others. I was also the key author of “The Future of the Consumer Products Industry”, released in 2009. I have been a regular presenter and panellist at conferences around the world, including the Consumer Goods Forum Summit, the ECR Asia Conference and the AFGC Highlands Conference.
SALES & MARKET DEVELOPMENT LEADER, ASIA PACIFIC, IBM GBS
2006 – 2008
SALES & MARKET DEVELOPMENT LEADER, ASIA PACIFIC, IBM GBS
2006 – 2008
Sydney, Australia - Reporting to: General Manager, Asia Pacific, IBM GBS
Key Responsibilities
Responsible for all the go to market activities of IBM’s consulting business in Asia Pacific. This included all facets of sales, marketing, strategy development and solutions implementation. Reporting to me were the Asia Pacific Sector Leaders, the head of Strategy, head of Marketing and Sales Operations leader. There was a particular focus on Japan, being the largest country that was also facing the most difficulty.
Key Achievements
Key Responsibilities
Responsible for all the go to market activities of IBM’s consulting business in Asia Pacific. This included all facets of sales, marketing, strategy development and solutions implementation. Reporting to me were the Asia Pacific Sector Leaders, the head of Strategy, head of Marketing and Sales Operations leader. There was a particular focus on Japan, being the largest country that was also facing the most difficulty.
Key Achievements
We successfully grew sales across the region in every year I was in charge, to over $5bn USD in 2008. We achieved this by: - developing a focussed five year strategy for the region - aggressively rolling out a training programme focussed on value selling - developing an aggressive marketing programme for the region - implementing a formal process to better track sales.
DISTRIBUTION SECTOR LEADER, ASIA PACIFIC MANAGING PARTNER, SINGAPORE, IBM GBS
2002 – 2006
Singapore - Reporting to: General Manager, ASEAN, IBM GBS
Key Responsibilities
As Distribution Sector Leader, was responsible for the Consumer Products, Retail, Pharmaceutical and Transport industries across Asia Pacific. This practice was about $500m USD revenue. Specifically the role involved developing and rolling out thought leadership and marketing programmes, rolling out new solutions and services, developing key relationships with business partners and client C level executives, and providing coaching support for our teams across the region. In addition, was responsible for the Distribution, Industrial and Communications team across ASEAN. This team was 15 Partners and over 200 staff with revenue of $100m USD.
In addition, as the Singapore Country Leader, I was responsible for the sales, revenue and profit of the GBS business in Singapore. The team was 10 Partners and 100 staff with revenue of $50m USD. I was appointed to the role shortly after the merger of IBM and PwC Consulting, and as such was responsible for the successful integration of the two sides of the business. A key responsibility was to improve staff morale and significantly reduce our attrition.
Key Achievements
DISTRIBUTION SECTOR LEADER, ASIA PACIFIC MANAGING PARTNER, SINGAPORE, IBM GBS
2002 – 2006
Singapore - Reporting to: General Manager, ASEAN, IBM GBS
Key Responsibilities
As Distribution Sector Leader, was responsible for the Consumer Products, Retail, Pharmaceutical and Transport industries across Asia Pacific. This practice was about $500m USD revenue. Specifically the role involved developing and rolling out thought leadership and marketing programmes, rolling out new solutions and services, developing key relationships with business partners and client C level executives, and providing coaching support for our teams across the region. In addition, was responsible for the Distribution, Industrial and Communications team across ASEAN. This team was 15 Partners and over 200 staff with revenue of $100m USD.
In addition, as the Singapore Country Leader, I was responsible for the sales, revenue and profit of the GBS business in Singapore. The team was 10 Partners and 100 staff with revenue of $50m USD. I was appointed to the role shortly after the merger of IBM and PwC Consulting, and as such was responsible for the successful integration of the two sides of the business. A key responsibility was to improve staff morale and significantly reduce our attrition.
Key Achievements
Distribution Sector: Exceeded every key metric across Asia Pacific. Built a cohesive cross region team that was focused on building client relationships as well as sales and delivery execution.
Singapore Country Leader: Successfully bought together the two disparate teams, implemented a number of initiatives to get back control of the P&L and returned the practice to profitability. I also had to step in to lead a number of critical engagements that required executive leadership to turn them around.
Singapore Country Leader: Successfully bought together the two disparate teams, implemented a number of initiatives to get back control of the P&L and returned the practice to profitability. I also had to step in to lead a number of critical engagements that required executive leadership to turn them around.
MANAGING PARTNER, CONSUMER AND INDUSTRIAL PRODUCTS, EAST ASIA, PwC CONSULTING 1999 – 2002
Singapore - Reporting to: Managing Partner, East Asia, PwC Consulting
Key Responsibilities
Key Responsibilities
After the defection of six partners from the practice in January 1999, I was asked to move to Singapore and lead the Consumer and Industrial Products team across East Asia (that consisted of Asean and Greater China). As such, I was responsible for all aspects of the business including staffing, sales, marketing, thought leadership and delivery.
Key Achievements
Key Achievements
I built a team of 12 Partners and 400 staff, and increased revenue by 20% per annum to $50 million. This required a major reshaping of the practice, identifying and resourcing the future areas of growth whilst winding out of unprofitable areas. I was also the Lead Partner for the Consumer Products industry across Asia Pacific where I doubled sales in two years. I also led a number of engagements with clients across the region, successfully delivering key strategy and process change for them.
STRATEGY CONSULTING LEADER, ASIA PACIFIC CONSUMER PRODUCTS LEADER, AUSTRALASIA, PwC CONSULTING
1998 – 1999
Sydney, Australia - Reporting to: Managing Partner, Australasia, PwC Consulting
Key Responsibilities
With the merger of Price Waterhouse & Coopers & Lybrand, I was appointed as the Asia Pacific leader of the Corporate and Operations Strategy practice. As such, I was responsible for developing our strategy and marketing plans, recruiting and training consultants across the region, and developing consulting solutions for our clients. I also led our Australasian Consumer Products team, and delivered a number of engagements with key clients in the region.
Key Achievements
In my brief tenure in these positions, I made a significant contribution to the future of our business, including doubling the size of the practice.
1989 – 1998 Coopers & Lybrand Coopers & Lybrand was a leading professional services firm (one of the Big 6), delivering Audit, Tax and Consulting Services to local and global clients.
1989 – 1998 Coopers & Lybrand Coopers & Lybrand was a leading professional services firm (one of the Big 6), delivering Audit, Tax and Consulting Services to local and global clients.
CONSUMER PRODUCTS LEADER, COOPERS & LYBRAND, AUSTRALIA
1994 – 1998
Sydney, Australia - Reporting to: Managing Partner, Consumer and Industrial.
I was made a Partner of Coopers & Lybrand in 1994, and given responsibility for the Consumer Products industry, where I worked with a number of key clients and industry associations to position Coopers as “the” consultants to the industry
I was made a Partner of Coopers & Lybrand in 1994, and given responsibility for the Consumer Products industry, where I worked with a number of key clients and industry associations to position Coopers as “the” consultants to the industry
ENVIRONMENTAL MANAGEMENT SERVICES LEADER, COOPERS & LYBRAND, AUSTRALIA
1990 – 1994
Sydney, Australia - Reporting to: Managing Partner, Consumer and Industrial.
I joined Coopers & Lybrand in Australia as a Managing Consultant with responsibility to build a practice to service the growing need for clients in Environmental Services. I grew the practice to five dedicated consultants and revenue of $500k AUD in two years.
I joined Coopers & Lybrand in Australia as a Managing Consultant with responsibility to build a practice to service the growing need for clients in Environmental Services. I grew the practice to five dedicated consultants and revenue of $500k AUD in two years.
MANAGING CONSULTANT, COOPERS & LYBRAND, UK
1989 – 1990
London, UK - Reporting to: Managing Partner, Energy
I joined Coopers & Lybrand in London as a Consultant specialising in marketing and energy advice. I was then asked to lead the establishment of the firm’s Environmental Consulting business, which I successfully did as well as helping to define new government standards and policy in this area.
I joined Coopers & Lybrand in London as a Consultant specialising in marketing and energy advice. I was then asked to lead the establishment of the firm’s Environmental Consulting business, which I successfully did as well as helping to define new government standards and policy in this area.
SHELL INTERNATIONAL PETROLEUM COMPANY
1983 - 1989
Global Brand Manager, Automotive Lubricants, London, 1989
Merchandising Manager, NSW, Australia 1987 – 1988
Retail District Manager, Sydney, NSW, Australia 1985 – 1987
Transport & Systems Manager, Parramatta, NSW, Australia 1984 – 1985
Project Leader, Engineering Systems, London, UK 1983 – 1984
IMI plc
1979 – 1983
Export Manager, IMI Rycroft, Bradford, UK 1980 – 1983
Marketing Executive, IMI Waterheating, Birmingham, UK 1979 – 1980
Undergraduate Sandwich Student, 1974 – 1979
Undergraduate Sandwich Student, 1974 – 1979