Andrew Mcleod Email & Phone Number

Whangarei

Electricity. Fibre. Contracting | Staff 1200 | Revenue $350m Overall responsibility for leading Northpower’s business portfolio, and leadership of Northpower’s Executive Team. Current focus is on tightening business focus, lifting economic contribution to Northland, and supporting our contracting teams focus on save, precise operational delivery.Key contributions to date have included:• Tightening business focus, bringing focus to core New Zealand operations, enabling a lift in capacity and capability in business areas critical for longer term success.• Supporting the executive team to build organisational belief and pride, following a period of difficult trading conditions, and patchy financial results.• Reinforcing the role and benefits of effective works management, and tight operational management, in enabling consistent commercial outcomes.• A return to profitable outcomes, achieving a NPAT for Northpower of $23.1 million for FY18, up from a loss of $2 million in the prior period. It's best ever trading result.

Tauranga

Assets $1.0b+ | Expenditure $100m+ p.a. | Staff 150 | Revenue $300m+ | Customers 325,000Progressively repositioned Powerco’s Electricity business over 6 years. Lifted focus on investment strategy, customer engagement, safety culture and supply chain management. Built senior team capability and created sustained and positive change.Key contributions included:• Enhanced asset management capability to support lifting capital investment from $100m to sustainable long term levels. Contributed to Board debate and regulatory submissions.• Refined Powerco's supply chain to enhance capability and lift competition. Delivered cost savings and secured flexible longer term capacity.• Reshaped customer engagement models, including sponsoring improved outage information systems, digital tools and enhanced account management effectiveness.• Built senior team capacity to effectively set long term strategy. Broadened team capability, and developed a high performance team with a focus on delivering results.• Positioned safety culture and asset risk management as a priority.

Wellington

Assets $300m+ | Expenditure $20m+ p.a. | Staff 35 | Revenue $50m+ | Customers 105,000Repositioned the Powerco Gas business to deliver sustained and profitable growth in a competitive environment. Enhanced customer facing gas connection and commercial sales processes, and built a performance culture based on customer service. Key contributions included:• Repositioned the business for growth. Targeted new connection growth and the rejuvenation of existing gas connections. • Delivered net new connection growth of 1000 p.a. and strengthened commercial revenue growth within 18 months.• Created the Gas Hub to manage the new connection supply chain and act as a one stop shop for customers wanting to connect to gas (see www.thegashub.co.nz).• Lifted senior team capability and focus. Built new sales functions, addressed capital delivery weaknesses, and strengthened asset management focus.• Shifted business focus from process and cost containment to customer service and revenue growth.

Auckland, New Zealand

Assets $0.8b | Expenditure $35m p.a. | Staff 10 | Revenue $50m | Customers 100,000Led strategic growth initiatives for Vector’s Gas business, leveraging Vector’s asset position to create opportunities for gas processing and import. Refined asset strategy for Vector Gas to effectively manage asset related safety risks.Key contributions included: • Led Vector's bid to process Kupe gas via an expansion of the Kapuni Gas Treatment Plant, including plant design and commercial discussions. • Led negotiations to secure and commercialise natural gas from Papua New Guinea using compressed and chilled natural gas technologies. • Led negotiations to provide gas to Rodney Generation Station, including design, land access negotiations, and RMA designations. • Developed key strategies to manage key risks on Vector’s gas assets. • Established a ‘safety case’ framework for plant operation at Kapuni.

New Plymouth

Asset value $0.8b | Expenditure $23m p.a. | Staff 45Reestablished central in house engineering capability to manage Vector's (and formally NGC’s) gas assets. Progressively built capacity and capability to reflect high hazard nature of the transmission and gas processing assets.Key contributions included:• Built project and technical capability (lifted staff from 30 to 45) to support effective risk management and capital project delivery.• Put in place strategic partnering agreements with Transfield Worley Services to access advanced oil and gas capability for Kapuni Gas Treatment Plant. • Led a project to recommission the third processing train at Kapuni given its highly complex nature and uncertain costs. • Built out business capability and capacity across SCADA, GIS, Land and Consents, and capital programming functions to deliver a high performing team.• Reestablished critical engineering capability to ensure safe outcomes.

Crawley

Waste Water Treatment | Expenditure $60m p.a. | Staff 20Drove programme delivery in the roles of technical team leader and programme manager. Led waste water and fresh water projects and developed fast track project methodologies including application of partnership based delivery. Developed a strong focus on safety leadership.Personal contribution included:• Delivered the Swalecliffe Waste Treatment Works project, in an area of outstanding natural beauty. Included consents and community liaison. Value $10m.• Delivered the Tunbridge Wells Waste Treatment Works project. Required relationship development and detailed commercial intervention. Value $15m.• Led multi-disciplinary team to progress a portfolio of fast track projects. Included team set up, mobilization, and management. Value $60m.• Contributed to the development of partnership based approaches in Southern Water across a range of projects and programmes.• Personal focus on safe plants and safe construction practices.

Steel Processing | Expenditure $10m p.a. | Staff 10Secured a position on the Fletcher Challenge Management Training programme. Completed initial assignments then secured the opportunity to provide construction supervision of ‘cold end’ of new rod line. Early career exposure to heavy construction and high hazard environments.Personal contribution included:• Completed 18 months of the Fletcher Challenge Management Training programme, included rotating 3 month assignments with operating units.• Provided construction supervision for ‘cold end’ of new rod line. Completed construction on a compressed programme. Value $10m.• Performed shift engineer support for mill uptime and maintenance activity following disestablishment of the project team.• Early and formative exposure to the impacts of safety culture.

Bachelor Of Engineering

Advanced Management Programme

Post Graduate Diploma