Automotive performance tuning and parts supply

Business Improvement leader, targeting improvement across all areas of the business including, operational performance, financial, safety, training, asset management, leadership development, team building, communications, new project start ups, IT, systems and processes.

Enabling organisations to improve and deliver on strategic outcomes. - Busness improvement and transformation, - Project / Program and Portfolio development and Management, - Continuous improvement, Lean, 6sigma and Value Analysis - Asset Management, ISO 55000 implementation and certification - People and Organisational capability development and training, - Change Management, - Strategic planning - Organisational performance development and alignment to achieving strategic outcomes - Corporate risk management

A leadership alignment and capability building role (Key focus on People. Process and systems), bringing together the engineering, asset management, supply chain, production and technology functions. Developing and implementing improvement workstreams that deliver on the business strategy and objectives. Completion of asset management maturity assessments and asset benchmarking to enable a leader led, cross-functional improvement program in line with the Global framework for Maintenance and Asset management (GFMAM) and ISO55k.Major change and workstreams include, the use of metrics and data to drive system and functional performance improvement, providing a focus on priority improvements that improve asset performance, reduce cost, manage risk and drive effective behaviours through the use of aligned and accepted KPI’s.Enabling the teams through implementation of technology to drive efficiency, productivity and quality. Including overseeing systems architecture, technology platforms for data collection (including asset condition), CMMS integrated tools to improve maintenance work management execution, completion, performance visibility and embedding change and productivity into the operational maintenance teams.Supply chain, warehousing and materials delivery to the workfront (Supervisor and Maintainer), improving materials delivery through the full supply chain cycle enabling scheduled work completion improvement supporting asset availability and reliability.

A fundamental transformation change agent developing and embedding good asset management practices, ensuring the alliance is able to deliver on the contractual obligations. Supporting a review of the contract in conjunction with PWC and implementing an effective organisational structure to deliver an improved service to the Water Corporation.Aroona Alliance manage and operate 6 groundwater treatment plants, 14 wastewater treatment plants and 2 advanced water recycling plants, 13 dams, 190 boreholes and 520 km trunk mains to deliver reliable services to Perth’s 1.9 million residents. Implementation of key functional capabilities including; Asset strategy development (ISO55k alignment), improvements in the delivery of small capital and operational projects, master data structuring, work management processes, asset performance reporting, reliability (RCM and block modelling implementation), failure and Root cause analysis, business improvement initiatives, training and capability frameworks.

A key transformational role to embed new practices and methods for managing Assets across all Western Australia grain storage sites (~200) and 4 shipping terminals. Development of the Asset Management system aligned with ISO55000, the Asset Management Improvement plan and organisational realignment to enable effective delivery of the Network Strategy and management of the future asset base. The successful set up of 4 key functions (35 reports) including Portfolio Management, Central Maintenance, Asset Strategy and procurement/manufacture of proprietary designed equipment for grain handling.Managing all Network Investments through good portfolio management practices and financial modelling with oversight of approximately $150M in investment funding for expansion, enhancement, maintenance and risk mitigation expenditure with dashboard reporting allowing transparency and visibility of financial investments.Developing Asset Strategies using condition based and criticality modeling for determining key asset remediation or replacement programs, asset management plans for fixed and mobile assets using lifecycle/TCO models and maintenance tactics development.The development of maintenance excellence models building zero based budgets and effective planned approaches to routine and campaign maintenance for internal maintenance execution teams (~140 employees) and developing contracts for all outsourced services.

Accountability for the strategic plan, Client base development and Project Director for Major accounts and projects.

Implementation of strategic improvement programs to improve Capital efficiency across BHP Iron Ore (Targets $1.5 bn Au$ p/a). Main driver/KPI - extract value from our Capital portfolio.Leading all improvement initiatives in Portfolio and Capital Management, supply chain and contracting, Organisational Capability/Development, Process’s, systems and continuous simplification. Challenges include, Complex change management requirements, multiple stakeholder engagements, a need to align and drive synergies across a large orgainsation.Driving a consolidated view to Capital Planning processes and improvements to ensure the “right projects” are undertaken and aligned to business strategic needs. Streamlining Capital management reporting and ensuring predictable outcome’s in conjunction with building competency and organisational capability. Defining resources required to deliver the portfolio and managing the workforce plan to ensure the “right people in the right role” at the “right time”.Driving behavioural change to “challenge” and not “comply”, through continuous engagement with all projects stakeholders project team members, coaching and supporting difficult decisions and relationships.Identification of key metrics and portfolio reporting mechanism’s to ensure transparency and continuous improvement through key leading indicators.

End to end accountability for all Asset level projects across Western Australia Iron Ore operating Mines and Central Maintenance functions. 6 Brownfield operations and 2 central functions. Projects range from $2M to $250M. A Direct team of approx 30 Project Managers, Project Engineers and Controls. A Construction team deployed into the team varying in size from 30 to 50.Complete owners side management and execution.

Responsible for the portfolio of projects across the Australia and PNG region, 8 Gold mines with a portfolio of Brownfield projects, $380M+. Key accountabilities; Capital Planning and reporting, tracking Capital expense approvals and Budget allocations, defining and reporting key metrics for high priority/cost/risk projects.Developing the Program/Portfolio’s and alignment to benefits realisation, defining the project benefits with respect to NPV/IRR and payback, development and roll out of project prioritisation models. Following P3O methodology.Reviewing project proposals/submissions, PMO development, Maturity definition (using P3M3), and execution strategy for the implementation of a Project Management office (PMO). Directors and General Managers stakeholder management.Development of Competency frameworks, Site based staff mentoring in project management methods and regular travel to site to help operational based staff to deliver projects.Develop and deliver Project management training – 4 day training course for operational teams to improve PM knowledge, delivered 6 times during 2010 Including Higher level development and colligates for the more knowledgeable / involved with higher cost or higher Risk projects.Development of a project Management framework’s and associated documentation; for delivery of projects in a consistent manner. Development of 3 year project pipelines for improved capital planning aligned with LOM.

Logikal Projects Technical Capability Manager – Accountable for all Staff, personal development, mentoring and coaching, Competency mapping and strategy alignment, procedures and policy’s relating to staff development and training, interviewing and remuneration.

Programme Manager responsible for implementing major high volume manufacturing/production lines around Europe with expansion lines into China.Full accountability for the complete projects with direct project manager reports around Europe

Consulting Principal Engineer