#Tim Covell#World Vision

Tim Covell: digitalising operations to help the vulnerable

Tim Covell, Supply Chain Director, World Vision on the organisation’s digital transformation, COVID-19 and its efforts to help the vulnerable

Tim Covell
World Vision

Supply Chain Director

Tim Covell, Supply Chain Director of World Vision explains that, “I started off spending time in the army, before managing school bus and then owner-operator operations, before having the opportunity to jump into GE healthcare working there for 21 years, which was an awesome experience with excellent technology and super people. I really enjoyed my time there, having taken on a variety of roles relating to manufacturing high-tech medical imaging equipment, new product development, material logistics, and advanced manufacturing engineering. About five years ago, I started reflecting on what retirement looked like in the future. I thought about that and what I really love is to be able to use my supply chain skills and experience to serve in either a missions or a compassionate type organisation. When the door opened to join World Vision, I jumped at the opportunity. Since joining three and a half years ago I have found huge value in being able to serve those who are in need of care and compassion in the world, as well as being able to leverage a team to serve in that way.”

Although Covell has only been in the Gift in Kind (GIK) sector for a short time, he has learned that the industry over the last 20 to 25 years has shifted. “Perhaps where GIK in previous years was a donation of anything, with the idea that having anything is better than nothing, there has been a shift to where there's more focus on providing honor and dignity to recipients of GIK bringing them high quality new or slightly used products. Which I think has been a really powerful shift which I am a huge fan of.”

When it comes to the traits of an effective leader Covell explains that in his career, he has seen that “there is a difference in managing a team that is part of a headquarters, warehouse or depot, compared to s remote site or working on location in order to make people feel connected, which is even more true today. Everybody is disconnected working from home and there is no core headquarters group or core part of the team. So really trying to bring people together and connect them to provide a feeling of being unified and a valued member of the team is really core to being an effective leader right now.” Reflecting on his own leadership strategy Covell states that his strategy consists of truly trusting the professionalism and skill of the leaders on the team. As well as encouraging and supporting them to be effective in what they're doing, driving the vision for where we're going as a team and what we're trying to achieve so that we're all working in the same direction. Finally, I think it's also about continually reassessing and looking at what we do and how we operate and strive for continuous improvement. As an organisation, our whole mission is around compassion and caring for people, so there's a desire to empower and uplift each other in the course of our work. Culturally, we take time out, to get together for devotions and have a weekly chapel, connecting our faith with our profession and so I believe that's a key element in the culture.” 

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Quotables

We make sure at every turn that we're responsive and sensitive to what is needed at the ministry site to care for people, making sure that the product we're sending is providing value.

Tim Covell | World Vision

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