Leadership Team

Tom Schnitker

Introduction

One of the many things that makes Partners in Performance different is that we focus on achieving results by rolling up our sleeves and getting our hands dirty. We’re not all talk, but rather, we’re doers. Regardless if you are a new starter or a veteran leader, we’re all in it for the same reason... To implement sustainable results for our clients, results which last long after we’re gone. One of the long-time leaders who believes wholly in our approach, is Tom Schnitker.

Tom leads the global Organisation and Overheads Practice as well as our Malaysian business. As a seasoned telecoms professional, he spent many years in executive line management in Malaysia and Australia with Maxis, DiGi, and Telstra before joining Partners in Performance. Tom also helped establish the South African Practice at McKinsey & Company. He brings significant experience in transformation, operational improvement and organisational effectiveness as a consultant. Beyond telecoms, Tom engages with clients in sectors such as manufacturing, airlines, upstream oil and gas, government and mining.

Tom and his family, including his wife and two children, have lived in Kuala Lumpur for over a decade. He travels when time allows and enjoys hiking, cooking and eating great food. He also works out to stay fit in order to maintain a healthy lifestyle.

Career snapshot

  • Oil and gas offshore services transformation, Malaysia: led a large team to develop a nine-month transformation plan, identifying in excess of $250m in operational upside. This led to a structured cost-out programme.
  • Wholesale telco development, Malaysia: devised a business entry strategy for a new player, including the stakeholder management plan to obtain the regulatory approvals.
  • High-rise property and construction productivity, Malaysia: led a large team to introduce a performance management system, realign the organisation, and dramatically reduce the completion time (by more than 700 days) for several multimillion-dollar construction projects.
  • Plywood/decking manufacturer, Indonesia: developed a series of operating improvement initiatives to significantly increase the productivity, quality and working capital management of Indonesia’s largest manufacturer of fabricated wood.
  • Ammonium nitrate supply chain, Indonesia: devised a downstream supply chain debottlenecking plan for a major ammonium nitrate producer in East Kalimantan, Borneo. This plan, when fully implemented, will allow a further 50% of plant production (from 160 ktpa to 310 ktpa) and thereby substantially reduce average cost per tonne.
  • Casino facilities management productivity, Macao: identified improvement initiatives to dramatically increase the productivity and service levels of the facilities area of a major casino, hotel and F&B group.
  • Explosives manufacture organisation redesign, Asia-Pacific: restructured the Asia-Pacific organisation of a global explosives manufacturer, thereby reducing costs by 20%.
  • Airline cost reduction: led a large team to identify $200m in operating cost savings in three months, including crew rostering, fuel consumption and sales channel rationalisation.
  • Broadband network construction, Australia: led a large team to significantly speed up the end-to-end delivery chain for the roll-out of a fibre optic telecoms network. Resulted in a doubling of productivity and reduced overall delivery time by 30% after six months.
  • Broadband business improvement, Chile: identified more than $200m in customer lifetime value for a major Chilean fixed-line telco, leading to a dramatic increase in market share.
  • Government overheads optimisation, Australia: identified 20% in cost savings by consolidating the overheads of an Australian government department.
  • Telco organisation design, Australia: devised a Lean model, ‘zero-based’ organisation structure for a large national telco, leading to a reduction of forecast FTEs by 30%.
  • Dairy production, New Zealand: developed an economic model across the dairy production value chain to ‘atomise’ the business and generate a programme of improvement initiatives.

Education

MBA from Columbia Business School, New York and Bachelor of Arts (Hons) from Oxford University, UK. He is the author of several articles for the McKinsey Quarterly, including on operational performance improvement.