Leadership Team

Keith Russell

Introduction

Oftentimes in management consulting we walk into an organisation and quickly realise the amount of work that needs to be done to create maximum change. In short, our responsibility is to take the necessary steps to improve a business as efficiently as possible. People like senior leader, Keith Russell, have the experience and insight to take the challenging parts of business and flip them into opportunities. He adds a personal touch to his engagements that let his clients know he truly cares.

Keith has a strong history of consulting with over 20 years spent at The Boston Consulting Group and Booz Allen Hamilton. He also served as CEO of ForestExpress, an ecommerce consortium, before joining Partners in Performance. Keith’s expertise lies within the resource industries and heavy industrials. He leads our American services business, specialising in operational improvement and turnaround work.

Married, with two adult children, Keith can’t get enough of the outdoors and you’ll most likely find him on the ski slopes. He also has an ear for classical music, finding it an excellent way to wind down. Keith has travelled extensively internationally and still enjoys doing so in his off time.

Career snapshot

  • Delivered US$600m (30% yield) in savings as part of a Strategic Sourcing engagement for a global diversified mining house. Primary categories assessed included yellow goods, drilling, fuel and lubes, maintenance, repair and operations (MRO) and explosives.
  • Increased output by 10% at a South American copper mine. Major levers of improvement included de-bottlenecking the crushing and conveying system, as well as improving mine-fleet utilisation.
  • Reduced addressable costs by 9% as part of a sourcing engagement for a global mining company.
  • Reduced addressable costs by 10% across a base of 200 suppliers for an Australian gold miner. PIP’s Rapid Sourcing methodology was used to ensure this result was delivered within eight weeks
  • Delivered several hundred million dollars worth of earnings before interest and tax (EBIT) for a global base metals company as part of a series of engagements at nine assets across three continents.
  • Delivered a US$50m performance improvement at an Arctic base metal mine/mill operation.
  • Reduced operating costs by CA$80 per tonne (20%) in a multi-facility pulp operation in Canada. Benefits were realised through a mix of non-labour cost-reduction opportunities and increased mill productivity.
  • Captured 20% cost improvements by shifting production to low-cost offshore facilities for an aluminium extrusion operation. Subsequently reformulated supply-chain strategy to reflect the new mill mix.
  • Delivered US$60m in operational improvements at a US opencast mine and mill. Work focused on improving the reliability of major equipment through better maintenance and supply-chain processes.
  • Increased productivity of exploration and production operations by 30% for an Asian national oil company.
  • Increased call-centre efficiency by 20% for a telecommunications client. Benefit was achieved through a combination of centre consolidation and improved work processes.
  • Secured US$100m of procurement savings for a global mining company.

Education

Master’s in Business Administration at Stanford University (Arjay Miller Scholar and Harkness Fellow) and Bachelor’s degree (Honours) in Mechanical Engineering at the University of Auckland.