Setting up a new business arm for CWP Renewables in the project, construction and operations management for renewable power generation. Currently providing full project, asset management and operations services for Boco Rock Wind Farm and Taralga Wind Farm. Looking forward to developing the business as more opportunities arise to demonstrate the teams superior operational performance.

Responsible for the initialisation and set up for a new team within the Snowy Business focused on company wide business improvement. Improvements areas focus on core elements of safety, environmental, financial, community and personnel performance. Strategic asset role focus on maximizing the engineering and asset management performance and capability of a $12-15 billion asset over the next 10-20 years. Achievements: Built a new group with aligned purpose on delivering significant work place improvement through a structured continuous improvement philosophy.Aligned business groups to develop an integrated Strategic Asset Plan that takes into account trading, engineering, workforce, capital and production needs. After 12 months in role delivered significant improvements in safety and financial performance. Sustainable NPV improvements in excess of $10 million. Additional significant improvements in safety, environmental, financial, culture, training and operational areas.

Leadership of the Operations and Maintenance Group including responsibilities of plant control and operation, maintenance engineering and implementation, emergency management, logistics, continuous improvement and quality functions. Group consisted of 200+ personnel with annual operating budget of over $50 million. Chairperson of the enterprise wide Safety, Environment and Operational Risk Management Committee.Achievements: Identified and led a fundamental operational change program to deliver market focused maintenance activity. Achieved change from a campaign, slow response operations and maintenance regime to agile, adaptive market responsive task based maintenance regime. Estimated $10 million per annum benefit to trading capability by completing all routine maintenance tasks in short well planned plant outages with the ability to change schedule at short notice. Maintained superior safety, environmental and operations performance during change activity.

Leadership of the Engineering and Projects Group including responsibilities of engineering asset integrity, knowledge management, risk management, project management and contracting functions. Group consisted of 105 personnel with annual operating budget of over $10 million. Capital works program included projects ranging from gas peaking plants $160 million to minor, $100,000 projects. Total annual capital program ranged from $80 to $200 million.Chairperson of the enterprise wide Safety, Environment and Operational Risk Management Committee.Achievements: Led culturally change from a governmental style business to contemporary listed style organization. Delivered a project management system based on international standards including all aspects of successful project delivery. Significant workplace and work practice change. Led safety improvement team delivering workplace design, practice and cultural change including behavioral based safety program. Reduction in SHL workplace lost time injuries from over 20 per year to 0 to 1 per year. Achieved five years lost time injury free in Engineering and Projects group.Project governance of a new $160 million, 320MW gas fired power station at Laverton, Victoria. Project management of $100 million Jindabyne Dam Environmental Releases and Spillway upgrade project.

Supervision of the Mechanical Projects Group as specified below with responsibilities expanded to include civil engineering projects and site infrastructure management. Project group increased to 11 personnel with annual operating budget of $5.8 million. Site infrastructure includes all road systems, building maintenance, water supply, township air conditioning, and general site civil works. Project work load expanded to approx $20 million per annum. Reorganisation of Development Dept., to engineering services also resulted in manager taking on responsibilities at the Port and Mine. In addition port projects group has expanded its responsibilities into Mine area including civil engineering, site construction management and mechanical engineering investigation projects.Achievements: Acted as Manager Engineering Services, Port during manager’s absence at mine which amounted to approx. 40% of year. Led site team with engineering consultants to develop plans to achieve port capacity of 10,000 tonnes per hour. Plan identified improvements from stockyard through to ship loading processes and practices.

Supervision of the Mechanical Projects Group comprising of Engineers, Graduate Engineers, Inspectors, Draftspersons. Duties included review/planning of group projects (≈ $15 million per annum), personnel development, safety management and training, capital and operating budgeting, tendering, contract management, performance review and project analysis/problem solving of site issues including water usage, conveyor problems, ore flow problems and site infrastructure. Projects ranging from $5000 to over $1 000 000 in size mainly involving on-site supervision of contract crews up to 150 personnel. Provision of site support and services for the resolution of short term operational problems and longer term production/maintenance improvements.Achievements: Delivered site water management plan including thickener, classifier, sump and pumping installation and major pipe work upgrading. Management changes combined with the infrastructure improvements reduced site water usage by 1 million kilolitres per annum (50%). Led a multi skilled team to increase port capacity through design and construction of conveyor systems to improve production rates, minimise production stoppages and reduce maintenance requirements. Delivered a distributed compressed air systems to replace aging centralized system. New systems delivered reliable and consistent user requirements at significantly lower operational and maintenance costs. Upgraded Finucane Island wharf for the construction of a new 8000tph shiploader. Upgrade included detailed inspection for remedial works and design improvements. Involvement in the design and construction stages for the new ship loader and relevant infrastructure.

Responsible for the development, implementation, review, analysis, of Dust Management Performance Improvement Program. Involved $15 million dollar expenditure on upgrades/improvements, modifying operating and maintenance procedures, preparing of performance related maintenance contracts and updating improving of site engineering standards. The position required both project management and technical engineering abilities. Project management included the formation of a specialist team, consultant engaging and management, site contractor management; direct reporting to senior management, communication to all site employees and short to mid term planning. Technical skills included design, computer modeling, data gathering and analysis and site monitoring needs.Achievements: Delivered a first for BHP Iron Ore in meeting environmental compliance for town air monitoring. Achieved a reduction of dust levels in the town of Port Hedland by 45%, meeting Western Australian Environmental guidelines. Additionally the meeting of the EPA guidelines allowed BHP Iron Ore to progress with expansion plans without lengthy and costly approval processes and allowed for the provision of unrestricted export tonnages through the Port Hedland port.

Mechanical Engineer responsible for the development, design, testing and reviewing of research projects in gas separation, air quality, high wall mining and ballast water fields.Achievements: Main project area (1987-1991) involved the design and testing of prototype gas separation systems for on-site trial and test work ranging from the mining, steel, agricultural, transport and food industries. Responsible engineer for the organisation of field trials involving substantial communication, planning and integration skills. Field trials culminated in the design and testing of a seaborne containerised controlled atmosphere system. The system was fully land based tested prior to two export shipment trials to Japan and Europe. Duties included the full organisation of container preparation, shipping arrangements, importing and overseas out turn analysis. Trials involved traveling on container vessels to port of destination. International patents were lodged for the system in the major third world countries.Second main project area (1992-1994) involved the development of a research program within a newly formed environmental research group. The development area was in air quality focusing on gaseous/dust emissions from all BHP world wide operations. Key areas were the development of a corporate focus and information dissemination across the BHP group. Responsible for the establishment of project deliverables including timing, budgets, and justification for senior management authorisation.

Traineeship involved initial 4 year period working equivalent to an apprentice gaining hands on skills through training and on site work. Final two year period involved maintenance foreman duties and small engineering project work. Departments worked in the apprentice training center tool room, blast furnace, steel making, drawing office, site service engineers and power department. Interpersonal skills essential as transfers between departments every 6 - 9 months required the establishment of new working relationships with varied work groups.