Bryan Hill Email & Phone Number

Adelaide, South Australia, Australia

Responsible for the development, delivery and management of ARTC’s Integrated Management System (IMS) Governance Framework. The IMS ensures ARTC management systems (Safety, Environmental, Risk, Project, Asset and Quality) provide a comprehensive integrated single point of truth aligned to ISO Standards, Rail Industry legislation, RSNL and ARTC operational and strategic requirements. This role supports continuous improvement and effective change management of ARTC’s overarching core business and operational management policies, procedures and tools to ensure the continued safe and efficient operation of the ARTC National rail network.

Adelaide, South Australia, Australia

As Head of Sustainment, I am responsible for the development, implementation and leadership of the Rail Systems Sustainment function which will provide comprehensive maintenance, technical support, and lifecycle management for new implementations of new Safe Working Systems across the ARTC network. This role is responsible for developing the team, processes, and frameworks for operational support and sustainment of new Safe Working Systems and progressively integrating the capability into the broader ARTC business. The Sustainment function will include capabilities such as ILS, Asset Management, Operational Support, Maintenance Management, Training and Business Integration.

Adelaide, South Australia, Australia

This Senior Program Management role is accountable for the delivery of the Advanced Train Management System across the ARTC rail network (including adjacent networks).The Head of Delivery – ATMS develops and leads the ATMS Program Delivery team (incorporating Product Development, Deployment and Trainborne Integration) from the preliminary phases through to Program Delivery, test and commissioning and handover to operations. Successful delivery of this key Rail Systems technology program will allow ARTC, our customers & adjacent Rail Infrastructure Managers to realise significant operational and safety benefits across the Australian Freight network.

Adelaide, South Australia, Australia

Adelaide, South Australia, Australia

ARTC are working with their Technology partner Lockheed Martin, to develop and deploy the Advanced Train Management System (ATMS) as the primary safeworking system across the Australian Freight Network to realise major safety, efficiency, and economic benefits, ensuring safe, reliable freight operations and create a platform for further technology innovations to be realised.As the ATMS Program Delivery Manager for Non ARTC Networks, I will provide strategic leadership and Program Management for the deployment of the Advanced Train Management System (ATMS) across Non ARTC rail networks and manage a Program of deployments from the concept/feasibility phases, to building a Program team and through to project delivery, handover and operational integration.

Adelaide, South Australia

I have served in the Royal Australian Air Force Active Reserve as a Senior Non Commissioned Officer after discharging from the Permanent Air Force after 14 years service.I am currently the DASR 147 Quality Manager with 292SQN at RAAF Base Edinburgh. I was the SNCOIC Flight line Avionics at 38 Sqn working on the Caribou Tactical Transport at RAAF Base Townsville, supervising & coordinating maintenance activities, training and assisting other trades in support of Caribou operations. From 2003 - 2006, I was a Maintenance Manager at the Joint Electronic Warfare Support Unit at DSTO in Adelaide, providing technical support and supervision for all tri-service Electronic Warfare systems, maintenance and calibration of EW stimulators and the secure network. From 1998 to 2003, I was Maintenance Manager for P3 Orion Avionics with 24 SQN Technical Flight working at 10 Sqn Maritime Surveillance. This included supervision & coordination of technical maintenance, training and as an Independent Inspector I supervised and Inspected Critical Maintenance Operations.

Adelaide, South Australia, Australia

From 1984 to 1988 I undertook Avionics Technologist Apprentice training at Laverton in Victoria and obtained an Associate Diploma Electronics. I was posted to RAAF base Edinburgh and was employed in the Avionics workshop Radio Communications Section, conducting repairs and modifications to P3 Orion UHF, VHF, HF & communications systems and Anti-Submarine Warfare Section carrying out fault diagnosis, repairs and modifications to the AQS-901 Acoustic Sensor processing system. In January 1991, I was employed on the P3 Orion Flight Line to perform general aircraft servicing and fault diagnosis and repair of the Integrated Avionics systems on board the Orion. I was involved in numerous interstate and overseas deployments undertaking complex avionics maintenance in difficult situations with minimal spares and facilities. Successfully completed the Civil Aviation Authority L.A.M.E examinations and was then appointed an Avionics Self-Supervising Technician and Independent Inspector on Critical Maintenance Operations. As a Sergeant, I was a Senior Maintenance Manager responsible for managing an Avionics maintenance team of approximately 20 technicians. From 1995 to 1998, I liaised with Hawker deHavilland and British Aerospace contractors with the installation, repair, acceptance testing and Operational Test and Evaluation of the ALR-2001 ESM System. Passed the Aircrew Selection Board and posted to 292 SQN to commence P3 Orion Flight Engineer training in 1998, but at same time offered civilian role with Boeing on Collins Submarine Program and submitted discharge from PAF in 1998.

Adelaide, Australia

AIR2025-6 is a $1.2B Project with the Prime Contractor BAE Systems to deliver a comprehensive midlife redesign, upgrade and ongoing sustainment of the Jindalee Operational Radar Network (JORN), and will extend the life of type of the current capability out to 2042. The Project will allow future capability upgrades to be much more easily integrated, while providing new hardware and software to deliver increased levels of automation and capability enhancements. In my role as Capability Development Program Manager, I was responsible to the Project Director HFRPO for the overall Program Management and strategic oversight of new and emerging JORN capabilities encompassing 6 Projects in excess of $250M.I was also appointed as acting Deputy Program Director where I continued to support the Phase 6 Project, WASS SPO and BAE Executive Leadership teams to ensure the effective implementation and execution of the JORN Program and drove the implementation Project Management Office processes and frameworks (including PM Plans, Risk Management, EVMS and Project Reporting).As a Jacobs team lead, I provided leadership, mentoring and management of an Above the Line contractor team of Jacobs personnel, working under an Integrated Work Package (IWP) contract to support the APS and Defence Project Leadership teams.

Adelaide, Australia

The Advanced Train Management System (ATMS) is a strategic project to provide significantly upgraded capabilities to both ARTC and the Australian rail industry. ATMS is a leading edge technology designed to support improvements around rail network capacity, operational flexibility, train service availability, transit times, rail safety and system reliability. As Senior Project Manager for ATMS Implementation, I lead an ARTC project team which work closely with our project partner, Lockheed Martin and various other contractors, to ensure ATMS is delivered and implemented in accordance with requirements. I manage and facilitate engagement with key external project stakeholders including rail operating companies, the Office of the National Rail Safety Regulator and other industry bodies.I am also responsible for the effective organisational integration of the ATMS into the ARTC operational environment and corporate structure through consultation and training of network controllers and interface with the business units to ensure effective processes and support for the system.

Adelaide, South Australia

Part of the SYSTRA Group, Scott Lister is a dynamic and consultative engineering company founded in 2009. Our primary vision is to support successful delivery of some of the most challenging and complex engineering programs in the world. Today we have 5 offices across UK, Australia and Singapore from which 100 consultants provide high-value project and engineering expertise. Recognising team growth, we value the individual experience of our team members, promoting accountability and rewarding initiative.Scott Lister has developed key partnerships with major stakeholders in transportation, defence and infrastructure sectors globally. Our unique blend of sector-experience combined with engineering rigor helps ensure that clients’ projects, however complex, are less exposed to technical and commercial risks. We strive to deliver the outcomes and benefits intended, on completion. ‘Fully integrated projects – fully assured.’As a Principal Consultant for Scott Lister’s Technology Services, I provided defence, aerospace, aviation and transport clients Project and Engineering Management expertise for major projects in accordance with ASDEFCON requirements. I utilised my significant industry experience in the formulation, authoring, implementation and delivery of execution methodologies on technically complex, high value and high risk projects. Clients included Thales with OneSky CMATS Program and SINGTEL on on the Smart Nation Infrastructure Program in Singapore.

Adelaide, South Australia

Contracted by ARTC Configuration Manager to support the development of the Network Information books for the entire 8000km ARTC Rail network. Also requested by General Manager - Standards to kick off a train instrumentation project to validate rail speed increases in tight radius curves.

Adelaide, South Australia

I was initially contracted to support the Definition Phase Study for the BHP Billiton Olympic Dam Major Smelter Shutdown Program and from October 2014 was engaged by the Underground Mining Projects team to develop/review documentation and conduct risk assessments for the Identification Phase Study for the Major Expansion of the Olympic Dam Underground Mine. The Expansion project was once again put on indefinite hold due to major cost reductions by BHP Billiton in May 2015.

Adelaide, Australia

[i]ntelligentBIM is a comprehensive Professional Services organisation that works with clients to improve profitability, reduce risk & margin erosion and solve complex issues throughout the Project and construction lifecycle. Their services effectively delivers the benefits of Building Information Modelling (BIM) to clients in an environment where industry is struggling to implement this critical construction technology. I was engaged to set up the [i]ntelligentBIM business and identify potential clients in the construction industry.

Nowra, New South Wales

As Sikorsky's Program Manager for the MH-60R (Romeo) helicopter TLS program, I was responsible for the planning, development, management and execution of the $200M AIR 9000 Phase 8 Through Life Support program for the Royal Australian Navy. I managed the implementation of a logistics and warehousing capability in the U.S, engaged the Project Leadership team and key Program logistics and maintenance resources (20+ personnel) and initiated the Design and Construct process for the $60M dedicated Maintenance and Logistics facilities in Nowra. I was responsible for the development of the ASDEFCON and Sikorsky Program framework, Program processes and management of the Sikorsky project gate approval process. I was the primary point of contact for US Navy, Royal Australian Navy, Commonwealth Project Office and Sikorsky for the TLS program.

Adelaide, South Australia

Until I was made redundant with the shelving of the Olympic Dam Expansion Program, I was responsible for the development of a Project Management documentation framework, an integrated Information Management environment and consolidated Project and Program reporting for the BHP Billiton Olympic Dam Projects. This involved the integration and delivery of BHP Billiton Group Level Documents, Olympic Dam Projects Plans and Procedures into an integrated Program Management Office. I also supported the development and implementation of the program assurance and risk management frameworks. I engaged a Program Support Partner (AECOM) to develop and implement Program documentation, IM systems and provide key resources for the Olympic Dam Program and was the primary interface liaising with AECOM leadership and program resources to ensure effective execution of their scope.

Blackwater, Queensland

The Project Planning and execution team forms part of the new Engineering department at Blackwater. As Project Engineer I was responsible for managing the entire lifecycle of multiple capital projects across the mine site. I managed the execution of a bulk fuel and oil inflow monitoring project as well as worked with the new Engineering manager to assist in the development of the Engineering team.

Blackwater, Queensland

As a shift Field maintenance supervisor; I managed a team of approximately 12 maintenance tradespersons responsible for carrying out planned and breakdown maintenance on BMA Blackwater’s large fleet of earthmoving and associated equipment. This equipment included: 7 Draglines ( Marion 8050,8200 and BE 1370) 6 Drills (Sandvik D90, DK25 and Drilltech DR460) 7 Excavators/Shovels (O&K 170, RH200, Hitachi EX5500 & P&H 4100XPB)Other responsibilities included: • Overseeing, directing and coordinating field maintenance activities in a safe and efficient manner • Supervising maintenance Tradespersons • Participating in the planning and materials control processes • Developing and maintaining close relationships with production peers • Actively participating in maintenance improvement initiatives• Planning of major equipment works• Supervision and contractor management of major equipment works • Providing coaching and mentoring for tradespersons

Blackwater, Queensland

In the Maintenance Engineering Department at Blackwater mine, this position was responsible for coordination and planning of major shutdown maintenance projects on site. Acting as the interface between the company and contractors I was responsible to ensure Shutdown Electrical Maintenance was carried out safely, effectively and on cost. I ensured that upcoming shutdowns were thoroughly and effectively planned and scheduled with relevant stakeholders and the logistics of the events were to be project managed in an orderly fashion. I was responsible for coordinating, conducting, reviewing and reporting on all planning and scheduling activities during the preparation, execution and completion of major shutdown maintenance. Other responsibilities of this role included:• Promoting and upholding the Zero Harm ethos of BHP Billiton• Ensuring quality by optimising shutdown activities;• Developing Project Budgets and controlling shutdown costs;• Ensuring effective utilisation of asset and personnel resources; • Develop all key project documentation to comply with the BHP Small Project Framework, achieve formal approvals andensure effective execution.

Brisbane, Queensland

The Navex 2A Project is a 2 year, $20M program that will ensure the continued long-term availability of navigation aids forming part of the Global Navigation Satellite System backup network, as many existing aids are obsolete and require replacement. As Project Manager for Navex 2A, I was responsible for entire project lifecycle for the upgrade of 40 Non Directional Beacons at sites across Australia. This included: - Project planning, scheduling and resourcing. - Requirements and Scope of Work definition. - Development of Project, Safety and Environmental management plans. - Lease negotiation & establishment where required. - Risk identification and management. - Manage the development of an RFT, evaluation and negotiation with selected contractors to provide NDB site survey, design, construction and installation services. - Contract negotiation and management with equipment vendors and suppliers. - Supervision of site construction and installation, contractors and Airservices Engineers. - Management and coordination of commissioning the NDBs back into operational service in accordance with Airservices, CAA, CASA and ICAO regulations and airport, aviation and local council stakeholder requirements.. - Project and budget reporting and management. - Providing leadership and support to Project personnel & Airservices stakeholders.

Brisbane, Queensland

Until I was made redundant from SKM, I was responsible for managing the development, integration and maintenance of Project Management Systems tools and processes on BHP Mistsubishi Alliance (BMA) Mining and Minerals Programs in Queensland. I managed a small team of Business Analysts and System Support Engineers to ensure that all current and new PM Systems tools were effectively integrated into the business and operational technical support was provided to all key stakeholders.The tools supported were Primavera P6 (Planning & Scheduling), Prolog (Document Control & Engineering Management), Omnicom (Contracts & Procurement), Success Enterprise (Estimation), CMS (Construction Management), PRS (Cost/budget management) and Cintellate (HSEC).

Brisbane, Queensland

I provided Project Management support and leadership for all Boeing Services Australia new and existing programs . Working with the PM Function and BSA Leadership I ensured effective implementation of Boeing Program Management Best Practice. I provided BSA BD with a PM capability to develop new business proposals and was PM on several successful defence tenders. On bids I developed and reviewed PM Plans, schedules, cost estimates, risk assessments and other documentation in accordance with ASDEFCON guidelines. I supported all BSA Business Units by implementing program start up activities, PMBP Assessments, reporting, organisational development, PM tools and processes. I was PM on the Army Aviation Training School Program for 6 months and developed a restructure of the AATTS organization to improve operational effectiveness. From July to October 2008 I worked closely with Senior leadership of PricewaterhouseCoopers to develop a Strategic capability partnership to identify and capture a range of opportunities across the resource sector, commercial industry and local government. For my last 3 months with Boeing, I was Project Manager for the development and integration of mission critical payload modifications to the Boeing/InSitu ScanEagle Unmanned Air Vehicle. I managed a team of Engineers and liaised closely with suppliers, the customer and Boeing Phantom Works to ensure the implementation of leading edge technologies to improve operational capabilities and technical superiority of the ScanEagle UAV.

Brisbane, Queensland

Project Vigilare (AIR 5333) is a complex software and Hardware integration program providing an Integrated Air defence system for the RAAF. The system will combine inputs from a range of platforms and sensors, including AEW&C aircraft, JORN over-the-horizon radar, civil and military radar, maritime patrol aircraft, and RAN ships. The Information processing and Simulation IPT managed 3 subcontractors (Raytheon Solipsys, Daronmont and Sydac), had a budget of $50M and a team of 40 engineers across 5 sub-teams.As IPT Manager for the INFO & SIM Integrated Product Team, I provided comprehensive technical and programmatic and personnel leadership for the design, development and testing of the INFO & SIM Subsystems.I developed & implemented Team Execution Plans, managed the Risk Process, helped develop the Master Project Schedule and was a Cost Account Manager. I produced and presented Project Management and technical Reviews and assisted the development of the Quarterly EAC.

Adelaide, South Australia

As the Integration and Test Manager for the Project Echidna (AIR 5416) Integrated Electronic Warfare Mission Support System (IEWMSS) for Army Blackhawk and Chinook helicopters,I was responsible for the development and completion of Integration & Testing of the IEWMSS and the management of a team of Integration & Test Engineers.I conducted IEWMSS Requirements analysis, contract and peer reviews and coordinated the System Requirements Review process for the Ground EW System and developed the formal IEWMSS Integration and Test Plan as a contract deliverable. As a Cost Account Manager for the Integration and Test component of the Program I was responsible for managing all aspects of a budget in excess of $2M. I created,and managed the Project schedule and provided leadership and management to the team to ensure all milestones were met contract deliverables were completed on time and on budget.

Adelaide, South Australia

As Build Program Technical Lead I was responsible for technical management of the installation, integration, test and rectification of the Combat System and periscopes in the Collins Class submarine.I liaised with Australian Submarine Corporation, Royal Australian Navy and subcontractors to coordinate Combat System build and maintenance activities, defect rectification, modifications and sea trials. I managed all technical issues for the Installation, Integration and testing of the combat system on submarines and managed technical/engineering staff during the build and testing phases. At the end of the Build phase with the commissioning of HMAS Rankin, I managed closeout activities and resources involved with the closure of the $100M Combat System contract. I maintained financial reports and project cost accounts and reviewed contract documentation for outstanding deliverables. I coordinated contract closure/ transition reviews to ensure Raytheon met all contractual obligations.

Diploma Of Project Management, Project Management

Diploma Of Electronic Engineering, Electronics

Radio Communications, Electronics, Communications, Avionics