Margaret Reid’s commitment to her work as a leader in an organisation that touches the lives of thousands of vulnerable Australians is deeply rooted in her formative early experiences and her father’s advice that “people are your greatest asset”.
She’s now been Strategic Procurement Manager at Bolton Clarke for over twelve years, but Margaret’s journey into procurement wasn’t conventional. Originally set to become a teacher, a lack of opportunities led her to explore other paths, developing the project management, demand forecasting, and logistical expertise that would later inform her approach to procurement. But it was during her Bachelor of Education that she had an experience that would resonate throughout her career.
“As part of my Home Economics major, I had to participate in community work. I was placed with a group of elderly gentlemen to teach basic planning, shopping and cooking skills. We’d prepare a meal, share stories, and clean up together. It was such a humbling experience and a beautiful thing to participate in.”
The encounter left a lasting impression on Margaret, and one that would surface over the years, especially as she moved into the aged care sector.
Equally formative were the lessons she learned from her father, whose insights she still calls on during their regular weekend walks.
“My dad has been a huge influence on me. He was a very successful businessman, and I used to love sitting with him on a Sunday afternoon, pulling apart what he was doing and how he was doing it.”
Two pieces of his advice in particular have shaped Margaret’s approach to leadership.
“He taught me that people are your greatest asset, and that’s something I remind myself of every day. I lead my department, but I don’t assume that means I know everything. I don’t consider myself the final decision maker, but rather work collaboratively with my team. We all bring something to the table, and I make sure we peer review each other’s work and make decisions together.”
Another key principle that has guided her leadership comes from her father’s “pinch crunch” theory: “My father always said, deal with a problem as soon as it starts pinching. Don’t wait until it becomes unrecoverable.”
It’s an idea that aligns strongly with Margaret’s commitment to risk mitigation and contingency planning. “Increasing occurrences of floods, fires and cyclones mean what starts as a small pinch can escalate fast into a full-blown crunch. In procurement, you have to anticipate disruptions, have Plans B, C and D ready to go, and be agile and decisive.”
She counts strong supplier relationships as critical to this agility, and her diverse experience across quality assurance, vendor management, FMCG, and aged care gives her a unique perspective.
“I’ve lived in their shoes. I understand how warehouses run, how demand forecasting works, and the complexity behind it. It’s why I drive my suppliers mad, but also the foundation of our strong relationships – I’ve been there, and so I expect a lot from them.” Procurement is a relentlessly challenging area to work in – on top of climate events come changing regulations, global conflict, and shifting market demands, all requiring constant attention and adaptability. But looking ahead, Margaret is excited about the data-informed digital advances that will supercharge opportunities to drive efficiencies and have an even greater impact in the aged care sector. “I’ve found such personal satisfaction in being part of supporting the most vulnerable in our communities. It’s not just about the work but knowing that what we’re doing makes a real difference.”
