AMREP Australia is a leading consultancy specializing in Asset Management, Engineering, and Project Management. Our mission is to enhance asset performance, simplify processes, manage risks, and boost overall efficiency. Centrally located in Brisbane, we offer our services across Australia, ensuring businesses benefit from our expertise.As Partner – Service Delivery Excellence, my goal is to ensure our customers maximize their engagement with AMREP. I facilitate collaboration between our teams and clients to develop solutions focused on continuous improvement and aligned with our core values. At AMREP, our values are the foundation of everything we do, and I am dedicated to bringing these principles to life in every project.Through structured design and improvement of asset management systems and procedural risk reviews, AMREP Australia collaborates with businesses to elevate the quality and effectiveness of their operations. We focus on reducing costs, identifying and mitigating risks, enhancing safety practices, and optimizing resource and support requirements. Our team of consultants brings a wealth of hands-on industry experience, enabling us to develop strategies and documentation that reflect real-world applications.Our commitment to Environmental, Social, and Governance (ESG) principles, community engagement, and ethical practices is at the core of everything we do. We believe that by fostering a strong ethical foundation and focusing on sustainable practices, we can make a positive impact on the communities we serve and the environment. This dedication to ESG and ethical standards defines who we are and drives our continuous efforts to support and improve the businesses we work with.

Governance and Compliance for Caval Ridge Mine Site - Compliance with Professional Engineers Act, Structured through Change Management tool.Management of Change champion. - Representative on the BHP Mineral Australia Change Management tool revision. - RPEQ focusedEquipment Compliance - Wrote the BMA Equipment Compliance Guideline (V1.0) which ensured all equipment introduced to a mine site met the standards required under WHS and BHP equipment standards. - Lead working group across all sites and corporate officePost commissioning audit of fixed and materials handling equipment- Baseline IFC to AsBuilt audit of fixed infrastructure including earth retaining structures, culverts, roads, temporary and fixed buildings, bunds, walls, fixed infrastructure, yard machines, conveyors, towers, screens, concrete, monitoring equipment, control systems. Built maintenance strategy to cover inspection and response from baseline audit following post project rectification works. - Development of Asset Integrity inspection and response strategies Material Risk Control Owner - Catastrophic Infrastructure Failure - Asset Integrity Technical engineering, governance and compliance support - Contract management, delivery and execution. Audit application against KPI and deliverables- Engineering Requirement Management – Governance and Risk Control- Management of change process owner, ensure compliance with process to manage and mitigate risk- Development of technical documentation and engineering standardsGeneral:- Capital Projects Engineering- Field leadership program (Dupont), - Continuous Improvement Lead. Objective structured review of business processes focused on inefficient practices and effort duplication.

I was responsible for the maintenance and engineering function of an in-situ leaching (ISL) or in-situ recovery (ISR) Solvent Extraction (SX) Uranium mine. Maintenance functions include work force planning, maintenance strategy development, review and implementation, training and development, management of the stores and warehousing function, IT, grounds and infrastructure.Developed maintenance strategy improvement plan with maintenance planners and supervisors.Managed and developed the site maintenance budget, moved site to zero based budgets.Managed the site capital budget for projects and engineering.Workforce planning, including labour allocations derived from zero based budgets. Acting Mine Manager. Responsible for the collaboration of the departments in operation of the mine.Direct reports of a full maintenance department comprised of supervisors of trades groups, maintenance planners, Projects, Engineering, Warehousing, IT, roads and infrastructure maintenance.Involved in developing the Mine Operating Plan (MOP) for the site, implemented and rolled out across departments the process.Training and development.Increased plant availability to greater than 96%.Reduced downtime in the packaging plant to 4-6 hours per week.Developed transition plan for mine site in to care and maintenance including the construction of dumps, demolition, plastic pond lining, earthworks, and general project management. This included the management of low level radioactive waste, the deconstruction and disposal of a uranium SX processing plant, reduction of assets, long term preservation of assets in storage and the execution of the redundancies.This involved:Labour force planningProject planningBudget allocationContractor managementStakeholder requirements and requirements analysisProgram management

I was responsible for capital projects, planned maintenance and engineering for a large scale opencut metallurgical coal mine. I managed a team of Maintenance Planners, Electrical, Mechanical and Civil Engineers and Coordinators in the delivery of maintenance plans (using Ellipse CMMS), capital projects, shutdowns, reliability and defect engineering. I was responsible for the development of the maintenance budget (greater than $150m) aligning it with maintenance strategies and the mining operations.I was responsible for the maintenance KPI's and the maintenance improvement plan.I was responsible for maintenance stratergy management and development. This included strategy optimisation to increase equipment availability and reduce maintenance cost.I was invoved in the cost reduction program; a dedicated program to reduce operating and capital cost without production loss.I have also worked as a HME Maintenance Superintendent responsible for tracked and wheeled equipment. Equipment includes CAT789, 793, Komatsu 830E trucks and D11R and D475, D375 dozers. Also included is the ancilliary fleet of support equipment. Staff is around 70 pers made up of mixed trades.Involved in the acquisition of primary rear dumping fleet as well as primary digging equipment.

Responsible for maintenance of Australian Defence Forces 4500 logistic fleet > 4.5t.I was responsible for the maintenance strategies for all the equipment including parts lists, reliability, availability, and MST driven planned maintenance tasks. Strategy optimisation and safety response management was also in my portfolio.A key component as part of this role was to ensure governance and compliance with state and federal standards, Australian Standards where they were applied and Australian Design Standards. The complexity was aligning the standards with commercial and operational requirements as they can be competing priorities.Maintenance strategy optimisation included fleet review of maintenance tasks, the application of lean maintenance practices and the overall reduction in the ongoing cost of an aging fleet of equipment.In this role I learnt the importance and effect maintenance strategy and review can have on a business. Cost of maintenance, risk management and mitigation are all significant parts of strategic maintenance management and the maintenance improvement function.

Provide maintenance support operations both domestic and overseas. Lead maintenance teams in the application of preventative, predictive and breakdown maintenance. The roles also included the military and administrative duties of an Army Officer. During this period I worked as: - Engineering Officer for the 1st Combat Service Support Battalion,- Platoon Commander for the 1st Combat Service Support Battalion, - Technical Support Platoon Commander, the 5th Battalion, Royal Australia Regiment and, - Technical Support Platoon Commander for the Timor Leste Battle Group on Operations. Responsible for local engineering changes and change management of equipment utilising local and strategic support agencies through the delivery of the engineering function and the administrative management and workshop supervision of technical, trades and administrative personnel. From May 2003 I was part of the undergraduate sponsorship scheme where the Army provided me with support in completing a Bachelor of Engineering Degree and a Bachelor of Arts, International Studies. During this period I was periodically employed in reserve locations around South Australia before moving to Darwin to work as a Maintenance Supervisor/Platoon Commander at Robertson Barracks.

Responsible for multiple simultaneous projects in the development and design of a vehicle paint shop.Developed through life support contracts for multiple individual projects for the purpose of sustained and developed maintenance.Managed contracting technical and trades people on individual projectsMajor projects focus was on maximising value to the organisation through capital projects. This included delivering projects with short payback periods and identifying low hanging fruit.Construction project involving the development of the new electro-phosphate under coating facility and the process improvement of the existing paint shop.