Establishing tight deadlines to get new products to market, and breaking every project up to take it through its different stages, keeps the scientific team focused, Oppenheim says.
Oppenheim briefs the sales and marketing team on every new product – she knows each one inside out by the time it hit the shelves.
The crucial nature of Ego’s scientific operations made Oppenheim key to the company’s success – and put her in an obvious position to step into a full operational role.
Ego employs more than 300 staff, 120 of them in manufacturing, and about 25 in sales. Fifty staff are overseas and another 50 in interstate offices.
Three years ago, Oppenheim added chief operating officer to her role as chief scientific officer. She appointed a long-standing member of her R&D team as scientific affairs manager, reporting to her. In addition, Oppenheim manages production, manufacturing and warehousing of all Ego’s products.
Oppenheim says the new role draws on new leadership skills. “I have found that all through my time here. Since 1988, no day has ever been the same and there is always something new and different to address.
“I love the challenges of operations; it is like a different world. I really deal with production now, with its immediate problems.”
In her early career, Oppenheim completed at least one training course a year. “I still do a lot,” she says. “I go off and do seminars, courses in sales, operations, planning and logistics. I have done leadership training courses at the Australian Institute of Management. I do both general leadership courses, and training in specific skills.”
She has completed the Australian Institute of Company Directors course.
Oppenheim is not a member of any peer network, but has worked in industry, regulatory and technical bodies over the years.
The new job ended her gym habit. “With the operational role, I felt I didn’t have any credibility if I wasn’t here nine to five, and I couldn’t get home to cook the dinner.”
Instead, Oppenheim has just taken up yoga – two week ago – and intends to add Pilates to her regime. To clear her head and relax, she does a lot of walking and makes sure that at home, she and Alan never stray to discussing work problems, which get sorted at the office. She says: “We only talk about something from work if it is interesting.”
Kath Walters is the editor of LeadingCompany and an award-winning journalist of 15 years’ experience. Kath was previously a senior writer and editor at BRW magazine covering management, strategy, finance, entrepreneurship and venture capital across all industry sectors. In 2006, Kath won the Citibank Award for Excellence in Journalism (General Business). Follow her on Twitter.
This article first appeared on LeadingCompany.
