Responsible for the strategic growth of the Energy & Utilities Division within Downer withan annual turnover in excess of $3.2B, working across Telco, Water, Network Services(Electricity & Gas), Power Transmission Lines & Substations, Industrial and Power Generation sectors.

Working within the Utility Services Sector with a focus on emerging technologies, renewable energy, telecommunications and water industries. Responsible for all aspects of work winning including Strategic Growth, Business Development, Bid Management, Estimating and Commercial Analysis.Governance: Established the business unit's governance practices for the treatment of all opportunities and managed the processes for adherence to group policy. Designed and completed the establishment of the tender performance framework and dashboards providing insights into market and client engagement strategies.Team Leadership: Created and developed a results driven team from separate parts of the organisation into a cohesive and trusted high performance unit within Downer that is capable of working across many technologies and solutions to achieve revenue growth outcomesStakeholder Management: Alignment with senior stakeholder groups from across the Downer Group from Transport, Utilities and Asset Services Divisions and including group corporate functions of Legal and Finance, producing commercial and bid analysis material to support CEO and Board level approvals

Commercial Strategy: Enabled the successful delivery of commercial strategies in order to facilitate the company’s financial targets including the structuring of pricing models transitioning from build programs to demand based programs and at all times aligning with Procurement and Financial leadership groupCommercial Negotiation: Led the commercial negotiations for all D&C and O&M contract engagements for the fixed line network meeting company financial targets. Created and delivered the negotiation strategies facilitating the successful delivery timelineStakeholder Management: Alignment with senior stakeholder groups from across nbn including construction, operations, commercial and finance through to ExCo level, producing commercial analysis material in order to achieve streamlined decision makingGovernance: Own the cost control framework and processes which includes the management of access and system control to ensure the integrity of the data with oversight of usageTeam Leadership: Created and developed a results driven team with diverse skills into a widely recognised and trusted high performance group within nbn that is capable of working autonomously or collectively to achieve positive outcomes

- Formulate the commercial pricing structure for a major initiative in the Operations and Maintenance BU- Restructure Overhead and Schedule of Rates mechanisms- Liaise with industry stakeholders

- Lead issuance of new scopes, changes to existing contractual documentation, control of the integrated schedule of rates, and the annual rate review process- Define and drive the annual rate and overhead review process- Lead the group responsible for issuance of new build scopes and changes to current contractual requirements- Lead the group of Commercial build scope SME's for internal and external stakeholders- Identify and action internal and external build innovation opportunities

- Undertake comprehensive review and analysis of Cost base for Engineering and Technology companies.- Review Tendering processes providing recommendations for improvement.- Review Bid Management and Estimating structures providing recommendations for improvement.- Create bespoke Pricing Models for Engineering and Technology companies incorporating Best Practise principles.- Provide technical support for Pricing Models

Pre-contracts management: Leading the delivery of all tender responses for the NBN business unit including pricing strategy, bid management, estimating and commercial negotiations to the successful close out of contract awardCommercial Operations: Led the commercial operations function for the NBN BU coordinating and negotiating commercial claims, in addition to Project Controls, Supply Chain management and the establishment of commercial consistency across all contractsStakeholder Management: Actively communicated with senior management within Visionstream and Corporate to ensure endorsement of all bid submissions and contract awards. Including additional complexity through a company sale process and the formation of an organisation within a new corporate structureGovernance: Ensuring the NBN project teams aligned to the commercial, project controls and supply chain governance framework through the monthly reporting guidelinesTeam Leadership: Led a diverse team of ten staff including commercial managers, business analysts, estimators and supply chain professionals providing clear direction and career development opportunities

- Managed and integrated the combined tender team of up to twenty staff from both Visionstream and Thiess Services after the company sale announcement.- Set the pricing strategy for the tender including the breakdown of the rate structure and developed the initial quantity model leveraging the combined experience from both companies.- Oversaw the development of the Risk Analysis and management process, including leading several qualitative and quantitative risk workshops.

- Set the pricing strategy for the tender including the breakdown of the rate structure and developed the quantity model.- Set up the delivery structure along with Executive Management.- Oversaw the development of the Risk Analysis and management process, along with cash-flow analysis.

- Set the pricing strategy for all tenders in consultation with executive management team.- Led the commercial/pricing negotiations for tenders through to contract award.- Led the estimating group responsible for tendering all national contracts valued between $10 million and $1 billion.- Developed and expanded the estimating group capacity and capability across all regions including New Zealand- Responsible for pricing of all capital expansion projects across Leighton Telco division including new fibre routes for Nextgen and new data centres for MetroNode- Reviewed all estimates prior to submission including Direct Costs, Overheads and Indirect Costs including Cash Flow and R&O analysis.- Managed the review process for all tenders including to Managing Director level of Leighton Contractors

- Develop and produce “first principles” estimates for all tenders including quantity models to be incorporated into the tenders.- Working with the nominated Project Manager, develop the project management structure and delivery methodology.- Incorporating as part of the tender process, production of cash-flow model of payment terms along with R&O analysis of contracts as part of estimation

- Led the engineering and design of the MetroNode facilities (data centres) for the national rollout in the 5 mainland capital cities- Liaised with construction contractor and main consultants to ensure that the engineering requirements were met during the planning, design and construction phases of the MetroNode data centres- Led the engineering and design of the Nextgen CEVs (Controlled Environment Vaults) incorporating the development of the fibre and power interconnectivity plans for all facilities (over 100) on the networks.

- Led team in preparation of equipment planning, installation & commissioning documentation for the Scandinavian Ring on Global Crossing's Pan-European Crossing (PEC Project)- Prepared planning and I&C documentation for SDH and DWDM transmission equipment for major ring upgrades in UK, Germany, France and Switzerland.- Managed exchange and data centre audits post construction for suitability of equipment installation