Consultancy Engineer, including prototyping and asset management professional services.

Rizzo Reform Program triggered a significant change to the way Naval Engineering undertaken in the Royal Australian Naval Enterprise. The review and renew of over 120 years of evolved Naval Engineering Policy and direction, combined with the change in the approach to the construct of the Naval Engineering Branch operations. To change these operations from a "transactional bureaucracy " to having a business like outcome.

The Class Lifecycle Engineer officers were formed to addressed the issues identified with the RIZZO review into RAN engineering; specifically the holistic management of a platforms and assets. Identified by the Head Naval Engineer above my peers to create and develop the role, I was placed in the position as a matter of priority. This was to ensure that my successes with the engineering management of HMAS CANBERRA are replicated across all of the RAN’s amphibious vessels. My positive… Show more The Class Lifecycle Engineer officers were formed to addressed the issues identified with the RIZZO review into RAN engineering; specifically the holistic management of a platforms and assets. Identified by the Head Naval Engineer above my peers to create and develop the role, I was placed in the position as a matter of priority. This was to ensure that my successes with the engineering management of HMAS CANBERRA are replicated across all of the RAN’s amphibious vessels. My positive influence has already been noted within maintenance, and engineering resolutions. The positive effects regarding operational availability and cost reduction associated with my creating and implementation continuous maintenance philosophy, have already been realised and noted by the senior executive. Whereas, before I undertook the role there was an excessive number of engineering issues that were disproportionately drawing management’s attention and in some cases limiting the respective vessel’s capability; through a pragmatic engineering approach these have been either resolved or have rectification actions in place. Show less

Investigative Engineers are key individuals nominated within the Navy that are recognised for their experience, integrity, and analytical ability to conduct administrative inquiries into failures; be they organisational, equipment, process or personal. Recent investigations include the identification (RCFA) issues that led to the catastrophic damage of a ships main engine whilst on operations, and the design and support organisational shortfall that led to a 50% reduction in the class of… Show more Investigative Engineers are key individuals nominated within the Navy that are recognised for their experience, integrity, and analytical ability to conduct administrative inquiries into failures; be they organisational, equipment, process or personal. Recent investigations include the identification (RCFA) issues that led to the catastrophic damage of a ships main engine whilst on operations, and the design and support organisational shortfall that led to a 50% reduction in the class of vessel availability in addition to the $AUS10million expenditure on repairs. In addition an investigation was undertaken into the Main Reduction Gearboxes intermediate shafts, this investigation required a detailed analysis of all aspects of the vessel operations, including but not limited to; operational taskings, environmental, equipment condition assessments, and vessel history and loadings. These needed to be assessed across the entire fleet of 8 vessels (whilst they continued operations), and required the use of such tools as FMEA, statistical regressional analysis, trending, operator interviews, and RCFA. The root cause was identified and the vessels have now returned to full serviceability, with the added benefit of a greater understanding of the total vessel’s capability and through life costing. Show less

After commissioning I was responsible for the operation and upkeep of the ship’s systems. Including the management and completion of the dockings and in-water maintenance activities. This involved scheduling maintenance to be undertaken by out-sourced contractors in the home port as well as developing, and executing, repair plans to address emergent defects at sea. Including an emergency docking after running aground at Christmas Island, and maximising of the vessel’s reliability and… Show more After commissioning I was responsible for the operation and upkeep of the ship’s systems. Including the management and completion of the dockings and in-water maintenance activities. This involved scheduling maintenance to be undertaken by out-sourced contractors in the home port as well as developing, and executing, repair plans to address emergent defects at sea. Including an emergency docking after running aground at Christmas Island, and maximising of the vessel’s reliability and availability whilst alongside and at sea. I managed and trained a team of up to 40 multi-disciplined maintainer/ operator technicians in operating the ship’s major systems and equipment. I was also responsible for the training of the whole ship’s crew (150-170 personnel) to react to emergencies at sea and in harbour. Also in the event of an actually emergency (fire, flood, toxic hazard, multiple casualties, mission critical equipment) I am responsible for directing the entire ship’s company (under the Commanding Officer’s requirements) to deal with an actually emergency. The Marine Engineer Officer is the Royal Australian Navy comparable to a merchant Chief Engineer. Show less

As the Engineer Officer of the first LHD to enter RAN service I was acutely aware that there would be no processes in place, and that the differences with this new capability would require significant cultural and doctrine changes. I undertook to seek the autonomy to be able generate the correct doctrine and processes to ensure the LHD and its greater impact into the organisation was a managed evolution of the RAN culture. The challenges were not just limited to the generation of documentation,… Show more As the Engineer Officer of the first LHD to enter RAN service I was acutely aware that there would be no processes in place, and that the differences with this new capability would require significant cultural and doctrine changes. I undertook to seek the autonomy to be able generate the correct doctrine and processes to ensure the LHD and its greater impact into the organisation was a managed evolution of the RAN culture. The challenges were not just limited to the generation of documentation, but also necessitated the need to draw all stakeholders into group conscious. I did this to create a cabal that could be utilised and encouraged to undertake some of the “heavy hauling” need to get the LHD into service on time, safely, and within budget. HMAS CANBERRA has now successfully entered service, and is fully operational and mission capable asset for the ADF and Government. My practical and pragmatic initiatives, processed and governance tools are now bing replicated for the second LHD, HMAS ADELAIDE, and have been sort for adaption for the AWD to enter service. Show less

The AWD is a $AUS 5 Billion dollar project to build three Spanish F105 derivative destroyers, including the infrastructure for the build, testing and support. It involves four main sites for construction; Adelaide (Lead), Melbourne, Newcastle, and Ferrol (Spain). The AWD is being constructed under an Alliance agreement between the Defence Materiel Organisation (DMO), Raytheon Ltd, and ASC Ltd. As a Principal Engineer I am involved in most aspects of the project including the design… Show more The AWD is a $AUS 5 Billion dollar project to build three Spanish F105 derivative destroyers, including the infrastructure for the build, testing and support. It involves four main sites for construction; Adelaide (Lead), Melbourne, Newcastle, and Ferrol (Spain). The AWD is being constructed under an Alliance agreement between the Defence Materiel Organisation (DMO), Raytheon Ltd, and ASC Ltd. As a Principal Engineer I am involved in most aspects of the project including the design coordination, to verification and validation, all ensuring that the vessels platform and systems are built to the agreed functional specifications. Show less

I was responsible for commissioning HMAS BALLARAT an ANZAC Class Frigate into service in June 2004, and managed its operation for the remainder of my tenure. During HMAS BALLARAT’s completion I oversaw the conduct of trials, surveys and set to work of systems to benchmark against contract requirements and specifications - bringing an ANZAC Class frigate from final build stages through to sea trials and final commission.Due to a shortage of trained marine technicians for the ANZAC Class I… Show more I was responsible for commissioning HMAS BALLARAT an ANZAC Class Frigate into service in June 2004, and managed its operation for the remainder of my tenure. During HMAS BALLARAT’s completion I oversaw the conduct of trials, surveys and set to work of systems to benchmark against contract requirements and specifications - bringing an ANZAC Class frigate from final build stages through to sea trials and final commission.Due to a shortage of trained marine technicians for the ANZAC Class I undertook to develop a training program to ensure that there were enough qualified personnel to commission and operate the vessel. This involved the combined activities of four other ANZAC Class ships, a local training facility, courses and briefs developed by myself. After commissioning I was responsible for the operation and upkeep of the ship’s systems, including the management and completion of the dockings and in-water maintenance activities. This involved scheduling maintenance to be undertaken by out-sourced contractors in the home port as well as developing, and executing, repair plans to address emergent defects at sea. Including an emergency docking after running aground at Christmas Island, and maximising of the vessel’s reliability and availability whilst alongside and at sea. Show less

During my tenure I strived to reduce down time due to maintenance, and maximise operational availability. Maintenance periods were reduced from the standard four weeks to two weeks, including a maintenance period where the ship was docked for normal maintenance, but also major shafting and hull plating repair. This change in processes resulted in an increase in the ship’s availability to complete tasking, whilst not affecting the platform’s reliability. I was promoted during my posting and… Show more During my tenure I strived to reduce down time due to maintenance, and maximise operational availability. Maintenance periods were reduced from the standard four weeks to two weeks, including a maintenance period where the ship was docked for normal maintenance, but also major shafting and hull plating repair. This change in processes resulted in an increase in the ship’s availability to complete tasking, whilst not affecting the platform’s reliability. I was promoted during my posting and became the senior engineer of the three crews. As such I then was responsible for ensuring all engineering crews were meeting the required standards, and class wide issues were address. As the senior engineer I identified and addressed two key design faults with the power generation diesel’s and the vessels’ sea keeping capability. Show less