Operations Management, Supply Chain Management, Project Management, Engineering, Test & Commissioning and P6 Scheduling form the basis of the Osprey Delivery Solutions offering - Delivering success, whatever it takes!

Manage all aspects of the Supply Chain on the Tangara Technology Upgrade project. This project covers 446 passenger cars with delivery to Transport for New South Wales..

To manage the transformation of Freight Services’ National Freight Part Sales (NFPS) team, integrating with the Freight Build supply chain team and the UGL Rail Sourcing team. Objective deliverables; improved customer service and significantly lower transactional cost of part delivery , driving standardisation of procurement and warehousing procecesses and improving overall inventory management.

Managing the Supply Chain (Planning, Procurement, Warehousing and Document Control) at UGL's Broadmeadow facility.

Manage all facets of the $320M Oscar project; providing leadership and direction to the project team and the supporting departments.Performance reporting to key stakeholders at executive levels both internally and externally. Implemented key financial, stakeholder, delivery and safety management initiatives, with a primary focus on delivering all sets on time and under budget – which was achieved. .

Manage the project team and the project, with particular emphasis on ensuring meeting the customer’s delivery requirements. Managing the direction and the output from the Production Support Team (PST); key to this was driving waste / cost out of the processes and gaining a more competitive position to challenge for additional business.

This was a multi-facet role with changing involvement in all aspects of the project through its different phases, with particular emphasis on implementing the “lessons learnt” within the Test & Commissioning and Delivery areas.Significant change was also introduced into the business with the implementation of LEAN thinking in all areas. Key initiatives were the review of the process flow, mapping of the value stream and introduction of visual management on the shop floor and within the… Show more This was a multi-facet role with changing involvement in all aspects of the project through its different phases, with particular emphasis on implementing the “lessons learnt” within the Test & Commissioning and Delivery areas.Significant change was also introduced into the business with the implementation of LEAN thinking in all areas. Key initiatives were the review of the process flow, mapping of the value stream and introduction of visual management on the shop floor and within the project; moving greater ownership and accountability of product quality to the tradesman through the implementation of work instructions and the streamlining and simplification of the test reporting process.The combination of all these key initiatives and numerous other ones resulted in the successful delivery of the first Oscar 3. Show less

Member of the OSC Project Management team, with primary responsibility for the delivery of the Oscar trains into service. Supporting the daily running of the project, with regular interaction with the key Production, Planning and Procurement stakeholders. Regular dialogue with our customer and good working relations built over the last four years

Managed a small team of test & commissioning technicians and OEM activities associated with the introduction of the Outer Suburban Rail Cars (Oscars) into service. Ensured that all work was conducted in a safe manner and without risk to employees, contractors and visitors. Liaised with the Railcorp management team to ensure adequate possessions and paths were in place for the testing programme. Reporting and communication to all levels of the organisation as to overall performance.

A member of the project management team on the $450M Oscar project (Outer Suburban Cars). Coordinating project activities within the following areas: Carbody, Brakes & Pneumatics, Toilet & Water and Protective Coatings.Developing relationships with the RailCorp representatives to manage issues in an effort to deliver a first class, cost effective.

Primarily based in South Australia, large scale projects were also delivered in Victoria and NSW. Managed a team of engineers, procurement staff, welders and sub-contractors in the design, installation and commissioning of industrial refrigeration plant and equipment on a variety of projects; ensuring the effective operation and financial performance of the Contracts Operations Team in line with business goals.

P & L responsibility for the operations environment encompassing manufacturing, planning, purchasing, warehousing, 3rd party manufacturing, engineering/services, logistics, quality, new product development and occupational health and safety.Managing 6 direct reports overseeing 75 personnel, challenged to bring greater value to the business.Established teams to drive productivity, accountability and cost improvements, supporting transition to lean manufacturing practices. Revamped key… Show more P & L responsibility for the operations environment encompassing manufacturing, planning, purchasing, warehousing, 3rd party manufacturing, engineering/services, logistics, quality, new product development and occupational health and safety.Managing 6 direct reports overseeing 75 personnel, challenged to bring greater value to the business.Established teams to drive productivity, accountability and cost improvements, supporting transition to lean manufacturing practices. Revamped key performance indicators and drove proactive daily management of production and inventory. Show less

Lead process and performance improvements in all 3 manufacturing divisions. Transferred core labour skills between divisions and drove multi-tasking, maximising efficiencies. Daily management of plant operations, working closely with Sales & Marketing to introduce the “international” business.

Assigned to the 24 hour seven day a week knitting production facility to manage all aspects of the division with a particular focus on quality. Challenged to reduce costs, and improve efficiency and industrial relations. Conducted a 12-month project, assessing the positives and negatives of moving from an 8 hour to a 12-hour shift system. Planned and introduced maintenance and quality assurance systems which reduced product failure to less than 1.5% of production Increased bottom line… Show more Assigned to the 24 hour seven day a week knitting production facility to manage all aspects of the division with a particular focus on quality. Challenged to reduce costs, and improve efficiency and industrial relations. Conducted a 12-month project, assessing the positives and negatives of moving from an 8 hour to a 12-hour shift system. Planned and introduced maintenance and quality assurance systems which reduced product failure to less than 1.5% of production Increased bottom line results by 2.5% through waste reduction initiatives. Show less

Worked with the software development company’s commissioning personnel to ensure the smooth implementation of a bespoke MRP II package. Liaised with the three production managers to ensure throughput was maximised, whilst still meeting our clients’ delivery requirements