Identify, scope, and implement programs and businesses to sustain the Corporation beyond the cessation of mining royalties. Initiatives included;- Restructuring of administration and financial management, optimising operations structures. - Establish Caring for Country plans including cultural heritage mapping, land management practices, work management and recording systems, the re-establishing of traditional fire management practices and a carbon trading project. - Realign investment management to achieve a more than doubling of investment portfolio value to>$45M in five years. - Expand and optimise the retail (Newsagency, Café, Gallery) businesses- Establish a Cooperative across nine Aboriginal Corporations and entities for the management and supply of Kakadu Plum (NAAKPA).- Establish an education tourism business for the Corporation- Negotiate contracts for Djurrubu Rangers to assist Parks Australia in natural resource management activities within Kakadu National Park.- Coordinate the redesign of Jabiru township to complement the awarding of Native Title over the township to the Mirarr people.- Oversee the Ranger Uranium Mine rehabilitation on behalf of the traditional owners and establish business plans for Aboriginal enterprises to tender for the revegetation of the landscape.

Provide lead project management resource to the Lion group for a $70M upgrade to the West End Brewery

Review and restructure the operations of APY to establish efficiency and effectiveness improvements in service delivery, governance improvement opportunities, and business opportunities. Establish the strategic plan (5 years) for the organization. Initiatives included;- Oversee the appropriate processes and practices for cultural clearances associated with mining lease surveys and related works.- Formalise land use agreements through the establishing of 12 family cattle formal lease holding agreements and commence agistment arrangements with outside pastoralists to commence revenue injection.- Establish a feral camel harvesting business.- Negotiate and establish a Regional Partnership Agreement between the Federal, State and Aboriginal service providers to provide a more effective and coordinated approach to service delivery across the APY Lands- Oversee the application and award of three additional Indigenous Protected Areas and associated land management activities.

Manage the entire supply chain operations; from vineyards and grape supply, through winemaking, packaging, distribution (national and international), customer service, procurement and Information Technology (IT). Initiatives included;- Restructuring of viticulture, winemaking, packaging, and planning functions to bring a centralized planning focus and coordinated outcome to overall production.- Established the company Strategic Plan and Supply Chain Strategy across a five year horizon; identifying Revenue, EBIT, Cash Flow, and Inventory targets.- Introduced formalized processes for the management of inventory, production planning, distribution planning, aligned to the Supply Chain Strategy initiatives, and to achieve Strategic Plan targets and goals.- Key Metrics achieved FY06 vs FY07: 11% improvement in Fruit Cost, 47% improvement in Winemaking costs, 14% improvement in Distribution (Freight and Storage) costs, 34% decrease in Finished Goods inventory by value, $13million reduction in Operations Provisions.

Establish and lead the implementation an dongoing development of annual/quarterly plans (Supply Chain Strategy) for distribution, packaging, winemaking, grape supply across global operations. Establish and maintain the organisation structure and interfaces to focus support on delivering the Supply Chain Strategies. Initiatives included;- Established inaugural global cross divisional Sales and Operations Planning (Corporate S&OP) processes and team, and coordinate Executive attention to overall supply chain performance. Established regional S&OP processes to nest within corporate initiatives and direction.- Implemented the initial company wide Supply Chain Strategy; combining then current divisional cost saving initiatives with overall company financial drivers, with world class SCM approaches, to realise >$40M EBIT improvement and >$100M working capital improvement.- Introduced formalized processes for the management of inventory, production planning, distribution planning, aligned with the Supply Chain Strategy initiatives, to achieve a 20% reduction in finished goods inventory, 25% improvement in packaging costs, 21% improvement in direct shipments. These initiatives contributed a $42M improvement to FY05 EBIT.

Introduce organisational change management and improvement strategies to drive a culture of continuous improvement across global manufacturing facilities. Identify and implement strategies and programs to enhance facility on-stream time, plant performance, and equipment reliability at Mobil’s refining and chemical plants.

Commissioning and maintenance management of the world's first gas-to-gasoline production facility.