Currently with the Sentient Group, Adrian is Project Manager for the prototype assembly of a marine vessel with a radical new configuration. This position will see Adrian take the concept from the CAD screen through to a floating reality, managing a team of 9 personnel during the construction phase and initial sea trials. From there, a number of further iterations are identified and being pursued. That's all I can say for now. :)

Responsibilities- Managed and enhanced all aspects of operations, including workshop management, marketing, client/supplier relations and financial delegation.- Compiled and delivered reports to the Company Director on a weekly basis, covering areas such as workshop performance, financial position and future forecasting.Achievements- Developed and implemented numerous systems and processes, including:o Job numbers and job sheets to track billable hours spent on client vehicles, which significantly improved invoice accuracy and reduced lost time and earnings each week by 15%.o Quoting process to provide clients with a clear understanding of how long the work will take, and what it will cost. A first for the company, who had historically relied on a ‘do and charge’ approach, which often resulted in client surprise and occasionally resulted in conflict.o Standard Operating Procedures (SOPs) to standardise aspects of the company operations, including component fabrication to improve configuration management, vehicle assembly process to improve standards and quality, and client vehicle induction process to improve professionalism and customer experience.o Work schedule to forecast and monitor workshop activities and to allocate resources to each task, looking as far forward as six months.o Pricing review process to enable accurate pricing of components. This process factored in raw material costs, processing/fabrication time, a percentage of research and development time recovery, and a well reasoned profit margin. o Client part tally spreadsheet to record component ordering, invoicing, payment and delivery. This enabled better forecasting of component demand, and also resulted in identifying and recovering significant revenue from components sent without invoice.- Managed and reviewed the above systems and processes to ensure relevance and effectiveness.

Responsibilities- Lead manager and engineer for all construction works undertaken by the company.- Managed all aspects of construction, coordinating subcontractors and liaising with client representatives and ensuring project completion to schedule and quality.- Carried out pricing and preparation of many successful tenders. - As Safety Co-ordinator, developed and refined Site Folder, Safe Work Method Statements and Site Induction as used on all sites for all projects.Achievements- Developed internal systems and procedures to track and manage key aspects of each job the company undertook, including financial costings and profitability, job numbering and project planning.- Completed numerous construction projects for major clients, including:o Lead in Lights at Queenscliff for Port of Melbourne Corporation.o Daveys Bay Stair Case for the Department of Sustainability and Environment (DSE) $105k.o Weather station upgrades for Bureau of Meteorology, including Lord Howe Island $602k.o Rail communications assets for VicTrack, including Windsor Station communications hut $142k and Yarraman tower $188k.o Smart meter infrastructure for SPAusnet (40m monopoles), 9 sites totalling $1.2m.o TMA telecommunications upgrade across Victoria for Ericsson and Telstra $252k.o Communications towers and compounds for DSE, at Cann River $183k and Erica $173k.- All projects were completed within agreed timeframes and returned an average of 36% profit across the four years. Every project was profitable, and finished to a standard that met or exceeded client expectations. - Key leadership role in growing the company from two to 20 personnel in three years.

Officer in the Royal Australian Navy (RAN) for 13 years. Below is a précis of the main postings Adrian held during his Navy career.CAMM2 Transition Manager, 2007- 2009- Co-ordinated transition of all Australian Defence Force (ADF) aviation units to CAMM2 ‘paperless’ operations. - Compiled a spreadsheet to identify each step in the process for a unit to transition to paperless operations, and populated it with agreed forecast dates and then actual dates as each unit completed each step.- It was a senior leadership role requiring extensive consultation and communication with diverse stakeholders to achieve successful implementation.- Delivered regular briefings and reports to Executive on project status, including identified risks and risk reduction options. Deputy Aviation Engineering Officer (DAEO), 2005 – 2007- Second-in-command to lead and manage 90 maintenance personnel and 13 airframes.- Compiled a detailed Maintenance Plan to ensure critical capability was available to meet Squadron objectives whilst working within the maintenance capabilities.- Developed and implemented a tracking tool to align aircraft Rate of Effort (ROE) to the Maintenance Plan. - Prepared and presented detailed maintenance briefs to Executive on a weekly basis. - Developed a configuration management tool to systematically align the configuration of all 13 airframes during scheduled servicing over a period of 9 months.Computer Aided Maintenance Management Engineer (CAMMENG), 2003 – 2005- Responsible for computer network based CAMM system that tracks maintenance lifing of all Naval Aviation aircraft and assets.- Primary point of contact for Naval Aviation with CAMM2 Project Office.- Managed Navy transition from CAMM to SuperOpCAMM and then CAMM2. - Conducted extensive site surveys to establish user requirements, infrastructure upgrades and training requirements, then delivered accordingly.- Chaired CAMM2 User Group meetings for whole of Naval Aviation.