As Program Delivery Manager I am responsible for designing, coordinating, and improving the internal and external programs of 2XM Consult and our associated projects and programs. Working across a range of industries to deliver programs that align to the organisation’s strategic vision.Accountable for the outputs of our projects whilst concurrently managing delivery.Throughout each project life cycle. I manage and maintain the governance and PMO structure. Ensuring standards are met and expectations set. I manage multi-skilled teams throughout Australia including Engineering, Project Management, Blue-Collar, Procurement and Administration.Multiple programs and portfolios attract multiple Stakeholders. Therefore, Stakeholder Management is the forefront of this role with high level meetings conducted daily with C-Suite, State Managers and government officials. Accountable for the delivery of all projects within ANZ. Key Responsibilities of my role include:- Major Overhauls on rollingstock and Turnkey Projects- Business transformation- Business Management System integration- Software integration- Management of project budgets- Technical and cross-functional team management- Programme and portfolio management- Budget Control- Project Management Office (PMO)- Human Resource (HR)

In addition to my role as Program Delivery Manager, I served as the PMO Manager at TXM Group, where I was responsible for building and managing a compliant ISO and document management system for the organization. My role involved implementing and maintaining robust PMO processes and ensuring alignment with industry standards and regulatory requirements.Key responsibilities included:- **ISO and Document Management System**: Developed and managed a comprehensive ISO-compliant document management system to ensure the group's adherence to international standards and streamlined document control processes.- **Governance and PMO Structure**: Designed and enforced governance frameworks, ensuring consistent application across all projects. Maintained the PMO structure to support efficient project delivery and compliance.- **Project Oversight**: Provided oversight and support for multiple projects, ensuring they met strategic objectives and delivered value to the organization. Managed the project lifecycle from initiation to closure, ensuring all milestones were achieved.- **Stakeholder Management**: Facilitated high-level meetings with C-Suite executives and government officials to align project goals with stakeholder expectations and ensure transparent communication.- **Compliance and Standards**: Ensured all projects adhered to internal and external compliance standards, particularly focusing on ISO requirements and document management best practices.- **Risk Management**: Identified and mitigated risks associated with project delivery, ensuring that potential issues were addressed proactively.- **Reporting and Metrics**: Developed and maintained key performance indicators (KPIs) and metrics to track project performance and compliance, providing regular reports to senior management.My role as PMO Manager was integral in enhancing the TXM Group's project delivery capabilities, ensuring compliance, and maintaining high standards across all projects and programs.

Working within the Fleet Introduction team of the Sydney Growth Trains (SGT) project, part of the ‘More Trains More Services’ (MTMS) portfolio. My role as Project Manager in phase 2 of the project was to manage the condition of the units prior to delivery into the Test & Commissioning phase (Phase 3) following Test & Commissioning these units were then submitted into Final Acceptance (FA) and released into revenue service (T2 Inner West & Leppington, T3 Bankstown, and T8 Airport & South lines)I managed multiple teams across Technical, Engineering, Blue-Collar and Systems Assurance to ensure the introduction of the new fleet was within expected timelines.Throughout this project, there were various Stakeholders ranging from client, contractor, public, government and media. With regular public interest and government officials involved in all stages.Key Responsibilities included:- Development of Project Management Plans and Project Plans- Risk Management- Stakeholder Management- System and Quality Assurance- Governance- PMO - Financial reporting & Budgets

Working with NSW Trainlink in conjunction with a Tier 1 company in Cardiff, NSW. My role as Project Manager was the ensure the successful refurbishment of New South Wales’ fleet of 186 Endeavours and Xplorer rail units throughout the full project life cycle.I managed multiple teams based in Newcastle, NSW. Across Engineering, Blue-Collar, Quality Assurance and Procurement.This project had a limited timeframe and timetables restricted any slack within the program. Therefore, detailed Project Planning was required to meet the schedule and Stakeholder’s expectations.Key Responsibilities included:- Liaison with TfNSW- Risk Management- Stakeholder Management- Quality Assurance- Management of multiple Blue-Collar and White-Collar teams- LEAN Management - STIM (Short Term Interval Management)- Budget Reductions- Procurement- Schedule Management

Working with Patrick Terminals, ZPMC & the Port of Melbourne introducing new STS Cranes for the East Swanson Dock Terminal, increasing capacity to handle vessels increase in size. My role as Project Manager of the project was to manage the offload, install and commissioning of the cranes, in partnership with the OEM (ZPMC Industries)I managed multiple teams across Technical, Engineering, Blue-Collar and Systems Assurance to ensure the cranes were installed and commissioned safely and to project KPI’sThroughout this project, there were various Stakeholders ranging from client, contractor, public, government and media. With regular public interest and government officials involved in all stages.Key Responsibilities included:- Development of Project Management Plans and Project Plans- Risk Management- Stakeholder Management- System and Quality Assurance- Governance- PMO - Financial reporting & Budgets

Working alongside TfNSW and Sydney Trains. My role as Mechanical Engineering Specialist was to ensure the working methods, reliability and engineering solutions were implemented, improved and maintained throughout Phase 1 of the Tangara Technology Upgrade (TTU1)I managed a team within the Sydney Trains facility who worked on the mechanical and electrical aspects of TTU1 alongside another Project Manager from client side.Working methods were improved alongside working instruction creation in order to meet the demand of the TTU project. Efficiencies were improved and targets completed early due to the efficiency improvements. In the latter stages of the project, my role involved working with the reliability teams to improve reliability with the ‘S’ sets of the Sydney Trains Network.Key Responsibilities included:- Authoring of Standard Operating Procedures and practices- Development of working methods - Assisted in the reliability of C, K & V rail sets- TTU1 (Tangara Technology Upgrade)- Designed daily checks and reporting across fleets for Quality, Cost, Delivery and Safety- Assisted in the interface between Contractor, Sydney Trains & TfNSW.

Throughout my career in the Royal Navy I was assigned multiple roles whilst progressing through the ranks quickly. I started my career in Cornwall, UK whereby I completed Technical Training and moved on to operation squadrons throughout the country and worldwide.Due to the nature of this variable type of work. I held multiple roles within the same organisation and time/schedule planning was imperative.Maintenance and upgrade of military rotary wing aircraft was primarily my role which also involved crash/damage repairs. Introduction of Internal Testing Programs (ITP’s) within operational squadrons ensured efficiency remained high.My Key Responsibilities included:- Coordinated with client planning and development of aircraft audit schedules- Developed and implemented an ITP (Internal Testing Program) for operational combat squadrons- Maintained and upgraded squadron of Merlin Mk1, 2, 3, 3A aircraft- Team performance assessments.- Structural and crash repairs in various locations around the world.- Special Forces Support Squadron member.- Operational Deck Landing operator. Organising deck movements in the Middle East for multi operational, multi force aircraft (UK, USA, France, UAE)- Engineering assessments of all Naval aircraft- Periodic servicing of military aircraft.

Working within the Royal Navy on Operation Cougar which is an annual deployment into the Mediterranean and the Gulf conducting anti-piracy and peace keeping operations. My role as Leading Aeronautical Engineer was to ensure the safe operations of the flight deck, weapons magazines and ensure the maintenance of all military aircraft on the aircraft carrier was optimised and efficient.Given the nature of operations it was imperative that a set number of aircraft were at operational readiness and pilots/air crew were competent and had the correct number of flying hours to complete their required outputs.Maintenance management of the aircraft alongside personnel was extremely important, with extremely busy flying programs and limited working hours available for servicing and repair.My Key Responsibilities Included:- Flight Deck Management- Maintenance Management- Project Management- Fleet Availability Reporting- Aircraft Release Into Service