Leadership Team

Tom Walmsley


Tom has over 16 years of experience in business improvement and strategy roles, including 12 years at Partners in Performance in Australia, New Zealand, Asia, and Europe. During this time he has worked extensively across a wide range of industries that include manufacturing, electricity, utilities, retail, construction, infrastructure, mining, oil and gas, chemicals, rail, logistics, food processing, pulp and paper, and entertainment industries, as well as the public sector.

Tom and his engagements have delivered over $600m of benefits for clients through work on transformation, business improvement, procurement, strategy, mergers and acquisitions, and sales.

Prior to joining Partners in Performance, Tom spent four years in strategy and consulting roles specialising in utilities with a focus on infrastructure management and capital projects.

Career snapshot

  • Manufacturing: Led a transformation, under significant pressure due to falling commodity prices, to reduce operating costs by 13% ($80m pa) with no reduction in throughput. All initiatives were owned by the business and implemented through the line, but the support and tracking were provided to help get full value from all ideas and quickly address any issues.
  • Primary industries: Led the diagnostic process that identified and collated a bottom-up, signed-off improvement pipeline of $75m in annualised benefits with a major red meat producer. The team went on to deliver over $44m of improvements, which included a 10-20% unit cost reduction across all major species.
  • Manufacturing: Led a team that transformed supply chain performance from 74% delivered in full and on-time to more than 95% (sustained) within 8 weeks. This was achieved through improved planning, scheduling, and execution.
  • Maintenance: In 12 weeks, led a team that increased productivity of a 130-person maintenance organisation by over 48%. This was achieved through targeted work in planning and scheduling, frontline workforce management, and leadership coaching.
  • Procurement: Delivered, as part of a small team, $25m in savings through rapid and strategic sourcing initiatives for a major rail and logistics company. Led the negotiations and sourcing work for three major categories achieving over $8m in savings.
  • Post-merger integration: led an engagement for a major New Zealand retailer which had recently acquired a competitor. The team supported the development and delivery of a new strategy that increased EBITDAF by 20% and return on capital by 11%.
  • Procurement: led a sourcing engagement with a major airline client. The Partners in Performance and client team delivered over $15m in savings and built a pipeline with ideas on track to deliver a further $25m pa of saving within 12 weeks.
  • Capital value optimisation: led a team that identified and implemented over $200m in value improvement to double the returns for a major project.
  • Critical Path Reduction: Led an engagement with a major resources company to reduce the delivery timeline of one of their key shut modules by over 26 days on a 10-week schedule.
  • Business Improvement: led an engagement with a global consumer goods manufacturer to deliver a whole of business transformation using PIPware, turning around 4 years of losses with a $200m EBIT improvement program. This included a transformation pipeline of more than 1000 ideas, across 12 business units and five countries.
  • Strategic contracts: Led a diagnostic of three major strategic contracts to establish their position relative to the market. Identified $70m in opportunities from unfavourable pricing, structures, terms, and conditions based on industry analysis. Developed initial negotiation strategies for the contracts and started the renegotiations with incumbents to drive short and medium-term savings.
  • Gas operations: Led work with senior managers to improve the group’s performance as part of the field ramp-up. The team improved current operating efficiency by 16% to 84% and implemented wiring initiatives for the entire operations, development, and planning groups.
  • Remote gold mine: Led a diagnostic which identified a 20% reduction in unit all-in sustaining capital cost at a remote open-cut and underground gold mine in South East Asia. The team also identified an opportunity to increase underground production by 45% by addressing the production bottleneck.
  • Outsourcing: Led a team that completed a detailed review of a major mining operation to reduce costs by more than 20% (including a 40% reduction in overheads) through negotiation and consolidation to a single supplier.
  • Regulatory investment framework: Mediated discussions between a natural monopoly and the regulator on a framework for developing and approving investments. Subsequently, investments worth $1.5bn have been approved using this process.


Degree in Economics from the University of Auckland (industrial organisation and microeconomics), a Certificate in Operations from Melbourne University, and the Executive Programme with the Darden Business School.