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Senior Business Manager Jane Andrews talks about her career at Redox in this month’s Employee Spotlight.

When did you start working at Redox, what attracted you to the role? 

I started here in 1999 as an Account Manager. I had studied Marketing and Business Management, and coming from a corporate business background, I was genuinely impressed and intrigued by the achievements of Redox and the opportunity to be amongst that.

 

Have you received any excellent business advice that you can share?

If you over-promise, you will likely underperform; best to discuss all variables, so it is clear and do your best. 

 

What are some of the trends you see in your industry? Any new Products?

The marketing Machine is always looking to develop that next trend product to appeal to consumers. Powered by social media influencers, the big driver in food is sugarless, low salt products. Things are always moving!

 

How have processes or technology changed at Redox, and how has that benefited the customer? 

We’ve made significant advances with our technology in the ease with which we access a complex database of documentation to support and satisfy our customer’s regulatory needs. Shout out to our QA Team! Our system allows us great ease and flexibility for analysis.

 

What’s the most stand out personal achievement you’ve hit while working at Redox?

In 2011 I accepted a position at our head office working with Ken Perrins (Food Industry Manager/Director); I call it my internship. 

 

This experience allowed me to work closely with key decision-makers, where I was guided to perform to my best potential. I recall our Sales Director asking me why I was always smiling. I was just delighted to be in the engine room, where management and staff freely shared their knowledge and expertise with me. 

 

In 2015 I returned to Melbourne, and in 2016 was appointed Supervisor/Mentor of our department.

 

How do you feel Redox fosters or encourages leadership?

We pride ourselves on being entrepreneurial. That means we all have an opportunity to share our ideas and seek support. An open-door policy is not just something we say at here; sharing knowledge is highly applauded.

Social media has kind of become a lookout for companies who say one thing but act to the contrary – what’s Redox’s secret regarding integrity? 

We have a set of behaviours and values, which is our benchmark; anything less than that needs correction. 

 

Health & safety have been front and centre for a few years now. How does Redox maintain its focus on its staff and the wider community? 

More emphasis was directed to management and supervisors for additional engagement with staff to foster inclusiveness during the pandemic when our regular office locations moved to the home. 

 

Redox has seen considerable growth historically and recently; what do you attribute this to?

Our staff’s commitment to customer relationships and communication has been essential during the supply chain challenges over the past few years, and we still have a way to go. 

 

What is the most challenging piece of feedback you have ever received? How has that shaped your approach as a leader? 

Supporting ten staff naturally amounts to numerous things all happening at once. It is tough when you have so many things going on. Still, you inevitably fail someone in their expectations or performance when you know you could have better-managed something. 

 

When I was in Sydney, Renato would repeat to me often, “Be Kind”. 

Often, I try to mimic the leadership shown to me.   

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