Challenging and improving performance in heavy industry is why CouzCo exists. Drawing on over twenty years of experience, CouzCo partners with clients in mining, processing and logistics to solve critical operational problems and unlock value.Given the specific drivers of a problem, we draw on elements from our range of services, including diagnostics and implementation support to improve:* value-add from maintenance activities* shutdown effectiveness and productivity* operational interfaces* asset reliability* assurance* leader capability

dss+ is a consulting firm focused on helping clients protect, transform and sustain what they care for: their people, assets, communities and the competitiveness of their company for future generations.I oversaw the development and delivery of the Mining & Metals Business Plan for Australia and New Zealand. My accountabilities included business development, delivery of consulting engagements and management of internal business processes and routines.Key achievements: * Led the development and implementation of a Reliability Improvement Program for a global mining company reducing unscheduled losses associated with belts, lubrication, electrical and control at a +200 Mtpa iron ore port over a period of 6 months* Led the design, implementation and sustainability support phases for the maintenance stream within a Management Operating System for a manganese business (mining, processing, haulage and port) over a period of 9 months* Led a safety culture assessment and organisational effectiveness implementation for the approvals division within a global mining company over a period of 3 months* Led a Well-Designed Work engagement for an alumina refinery to reduce the cycle time and risk profile for routine operational activities

In the Pilbara region of Western Australia, Rio Tinto operates the world’s largest integrated network of 16 iron ore mines, 4 port facilities and a 1,700 kilometre rail network with related infrastructure.I led the deployment of Line 1 Asset Management (AM) Assurance within Rio Tinto Iron Ore across all operating sites including mining, processing, rail and ports. The scope of Line 1 Assurance includes assessing conformance to the Rio Tinto Asset Management Standard at a site implementation level combined with a suite of AM process assessments spanning Work Management, Shutdown Management, Defect Elimination, Condition Monitoring and Hydrocarbon Management.Key achievements:* Established the Line 1 program during 2020;* Effective stakeholder engagement at all levels (on site and centrally);* Detailed process and tool design;* Training, coaching and mentoring of over 70 site personnel to build internal AM auditing capability;* Fostering of SME relationships; and* Establishment of governance routines to inform the executive team and ensure effective completion of improvement actions

Adra Group is an experienced multi-disciplined engineering firm offering clever practical solutions to industries around Australia.I was responsible for building and leading a complex business line within Adra Group, managing a suite of services for client bulk materials handling assets including bucketwheel excavators, stackers, reclaimers and shiploaders.Key achievements: * Creation of a new business line strategy and market plan;* Investment in team capability to meet growing market needs including organisational re-design, recruitment and professional development focus;* Completion of innovative and world first reclaimer bucketwheel shaft in-situ change-out (patented methodology);* Optimisation of internal business processes spanning business development, risk management, compliance, quality, operations and commercials across Australia; and* Effective management of client relationships at a corporate and site level across the country to sustain and grow the business - major clients included BHP, Fortescue Metals Group, AGL and Adani.

Rio Tinto owns the Argyle diamond mine in the remote East Kimberley region of Western Australia. The mine operated between 1983 and 2020. The Argyle Diamond Mine was one of the world's largest suppliers of diamonds.Reporting to the General Manager of Operations, I led a team of six Superintendents and was also appointed Alternate Registered Manager for the site. My department consisted of over 200 personnel and I was accountable for all aspects of asset management including reliability, engineering, capital project delivery, asset health and integrity, maintenance planning, maintenance execution, major shutdowns, contract management, process control, utilities, water and energy.The scope of the role encompassed both mobile and fixed plant assets within the underground mine and surface operations through to the recovery of diamonds, with an operating budget of over $110M per annum. Cashflow was critical, including the need to realise the maximum potential from the underground mine as ore grades declined and the mine moved towards a closure strategy.Key achievements:* Rapidly increased the availability and reliability of the ore handling system from undergroundto surface through leading a combination of design improvements and tactical changes in crushing and conveying;* Improved critical relationships between mining, processing and maintenance teams leading to cross-functional improvement focus and aligned objectives;* Re-organised and bolstered teams within my accountability with the required technical and leadership capability; and* Closure readiness strategy development and planning activities

ImpRes is a team of operational improvement consultants passionate about driving improvement in any situation, organisation or industry. With expertise and experience in engineering, business improvement and operational leadership, whatever the improvement challenge, ImpRes works with its clients to deliver positive and sustainable change.In my role of Manager Reliability & Maintenance (& Principal Consultant), I was accountable for both business development and operational delivery for maintenance and reliability activities across Australia.Key achievements:* Project Lead for an expedited Shutdown Strategy Review requested by the Chief Operating Officer, to identify the critical factors preventing the achievement of full potential (60Mtpa iron ore rapid ramp up) and align executive leaders to priority initiatives across the value chain * Led a team at an iron ore port in Western Australia to deliver a diagnostic in shutdown productivity, reducing shutdown supplementary labour requirements by 8% through the introduction of multi-skilled scaffolding capability* Led the development of an end-to-end rollingstock maintenance planning and scheduling process for Australia's largest rail freight operator* Led the development of an integrated Mining Technology Roadmap with supporting opportunity assessments across the value chain for an iron ore business, inclusive of autonomous drilling and haulage to drive improvement in safety and C1 costs

The Argyle diamond mine in the remote East Kimberley region of Western Australia was one of the world's largest supplier of diamonds and the world's largest supplier of natural coloured diamonds.I led the formation of a new department for Argyle Diamonds to ensure operational readiness of the surface operations for the underground block cave mine ramp up. A key component of the role involved building and leading a team of multi-disciplined Superintendents, including:* Operating and maintaining the Power Station including interface with Ord Hydro to improve reliability and optimise operating costs;* Operating and maintaining the site water supply assets, including major pipelines and pumping stations fed from Lake Argyle and the water treatment plant;* Delivering major engineering capital projects of mechanical, electrical, process control and civil disciplines;* Co-ordinating the development of the annual capital plan, including improving the quality of business case submissions and risk based decisions; * Supporting the commissioning of fixed plant in the underground mine across process control, mechanical and electrical disciplines;* Management of the site’s engineering drawings and technical documentation;* Electrical compliance and classified plant governance;* SAP Manage Physical Assets Process Custodian role for the site during transition from Ellipse to SAP; and* Leader for both the Asset and Capital streams in the Cashflow Positive Program in preparation for potential divestment from Rio Tinto