Leadership Team

Matt Ware

Introduction

Our work isn’t just a job. It is a responsibility. We realise the enormous impact we are making with every interaction at every engagement. Our guidance and decisions affect real people at every turn. We spend significant time living and breathing our client’s work. Matt Ware understands that real results take personal dedication.

Matt leads the Capital Practice for North America. With over two decades of experience in both operational improvement and line management, Matt prides himself on the bottom line results he helps his clients achieve. He’s led large-scale capital engagements in which he has realised significant positive change in annual EBIT operating and net present value improvements. With consulting experience from Mitchell Madison Group and Sourcing Value before coming to Partners in Performance, Matt has spent time in a range of industries including pulp and paper, construction, chemicals utilities, retail and more. He even tried his hand as a professional comedy writer for a year.

With a young family, including his wife, three young daughters, a cat and a dog, Matt is a busy guy. Family time is what’s most important to him. He and his girls enjoy being outside in the beautiful Maine landscape and can be found hiking through their woods, skiing and swimming. Matt is no stranger to the kitchen either, cooking up a storm for his growing family.

Career snapshot

  • Led a performance turnaround across five mine sites for an international metal miner. Conducted diagnostics at each site and followed up with implementation to capture identified opportunities. Over $80m in annualised improvements were implemented in less than six months across the portfolio.
  • Oversaw the improvement teams at two large North American surface miners. Working with the team, the client was able to deliver improvements worth over $100m per year, through increases in material movement and improvement in yields/recovery.
  • Drove capital optimisation and a rigorous review of production and cost operating models to help clients achieve the following results on large mining and processing capital projects:
    • Doubled the feasibility stage NPV of an underground nickel mine
    • Moved brownfield hard rock mine from negative to $250m-plus NPV
    • Improved a greenfield iron ore project’s NPV by over $1.25bn
    • Increased a smelter expansion project’s NPV by 65%, even though they had already broken ground
  • Led Strategic Sourcing teams in two large, production-critical purchasing categories at a diversified coal and metals miner. Achieved $5m-plus in annual savings in a duopoly supplier environment and realised over $20m annual savings in another high-profile category.
  • Oversaw a team that improved the operating revenue of a European metal refinery by $100m annually. Reduced working capital by over $50m and saved a planned $40m in expansion capital while breaking production records and improving site safety performance.
  • Managed the team that delivered 15%-plus labour reductions across three sites of a nationwide food manufacturer. Savings realised through improved front-line management tools and skills and Lean manufacturing process efficiency improvements. Team also overhauled client-scheduling practices in order to ensure that productivity improvements were realised as reduced payroll.
  • Led the team that identified key reduction opportunities for over $200m worth of working capital at multi-metal smelter. This was achieved through improved operating practices, more disciplined and transparent coordination and alterations to the metal accounting methods in order to align financial goals with behaviours.

Education

BA from Harvard University.