Vision For Today is a specialist Internet of Things company set up to provide services to Rural and Regional parts of NSW and Australia. Our mission is to provide support to Agriculture and local Councils by providing specialist IoT Skills for management of farms, remote processors and farm security solutions.

Omnitabz is a start up in the business of doing what its name says - keeping tabs on everything. We focus on people and asset tracking, using a broad range of Internet of Things technologies and solutions.

An independent consultant working on a range of consultancies including:• Expert Witness activities on a wireless and network solution.• IT Project Audit activities for Government Organisations.• Review of customer support activities and processes for a carrier.• Assisting a carrier on the development of a broadband wireless internet access strategy for regional centres across Australia. Developed a network performance and costing model to assist in creation of a business case.• Worked with a VOIP carrier to review a potential acquisition of another carrier. • Worked with a NZ based carrier to review WIMAX suppliers for a planned wireless broadband network.• Participated in a review of a Big 4 bank’s IT implementation and network strategy, providing a report on potential operational issues and suggested remediations.• Participating in other consultancies awarded to Chrystal Balls as needed.

LiNC is an Internet of Things (IoT) startup dedicated to the construction and operation of a public LoRaWAN (IoT) network covering New Zealand. LiNC is working closely with its sister company, SenSys, which produces world class LoRaWAN sensors and a user experience environment. Together, LiNC and SenSys combine to offer an end-to-end LoRaWAN IoT experience for all New Zealanders.As Chief of Operations for LiNC, I am responsible for the design, implementation, commissioning, scaling up and operation of the LiNC LoRaWAN network.

National Narrowband Network Communications Pty Ltd (NNNCo) is in the business of creating and operating Internet of Things (IoT) networks. NNNCo works collaboratively with Utilities and Asset Owners to develop Low Power Wide Area Network (LPWAN) solutions to provide in-field monitor and control capabilities. NNNCo works with its partners to make networks available to others, offering a shared revenue stream while taking advantage of pre-built network capacity.NNNCo's preferred LPWAN technology is LoRaWAN (Long Range WAN). NNNCo is a member of the LoRa Alliance and is contributing towards the development of the LoRa standard and its application in Australia.As Chief Technology Officer, I was responsible for the overall planning, architecture, design, construction and operation of NNNCo's LoRaWAN/LPWAN networks.

Mi5 Ltd is one of the Mi5 Group of companies, along with Mi5 Security Australia Pty Ltd and iDefigo Ltd. The Mi5 companies sell and operate unique, low powered wireless camera solutions that can operate in remote locations without depending on cables for power or communications and these cameras connect into a cloud platform supplied by iDefigo. The Mi5 companies operate in New Zealand, Australia, USA and Europe. The cloud platform provides access to the images taken by the cameras, where images can be accessed via the web, enterprise servers and iPhone/iPad/Android Apps.Mi5 has received the prestigious Red Herring Global 100 Award, where Mi5 has been recognised as one of the top 100 technology start-ups in the world. Mi5 has also been named Runner Up in the 2013 M2M Challenge, announced in Barcelona at the Mobile World Congress.In my role as a Director and Investor I provided expert consulting input to the Mi5 and iDefigo teams on technical, IT and planning matters, and provided back-up assistance as needed.

Unwired Australia was the first company in the world to develop and operate a profitable metropolitan fixed wireless broadband network. Unwired held large tracts of RF Spectrum in the 2.3GHz and 3.4GHz bands across many parts of Australia. The company used the spectrum to provide fixed and mobile wireless broadband solutions to consumer and corporate customers providing the necessary coverage without too great an investment in network infrastructure.. As CTO, I was responsible for the original network and service design, choice of suppliers, network and IT systems development, their implementation and operation.I also instigated and led the team that developed an award winning network management solution (UboWireless) that shaved 20% off network capital and operational costs while also providing a suite of tools to assist customer care staff to improve customer service quality. I was also responsible for the company’s move to the WiMAX 4G standard, which was introduced to Australia in Perth under the Vividwireless brand.

Provided long and short term consulting services to a number of organisations, including Ericsson, Request DSL, Vytel/Leighton Holdings, Commander and Unwired Australia.I provided telecommunications and network based consulting and assisted in the development of product and infrastructure business cases and business strategy. Major tasks included:• Assisted in the siting and set up of the Sydney and Melbourne termination points of the Nextgen network,• Managed the construction of the data centres for Nextgen in Melbourne and Sydney,• Development of products for RequestDSL,• Initial work on RF technology choices for Unwired Australia.

Heartland Communications was a niche telecommunications carrier, set up to offer satellite based services to customers and communities in regional and rural Australia. As System Architect and CTO I developed and placed into operation a range of solutions that took advantage of IP and satellite technology. We were able to demonstrate services that provided the necessary throughput, latency management and reliability needed to support broadband Internet (as it was defined in at that time) and voice access.

As Director at Optus, I took on the responsibility of running the first group in Optus that was solely focused on IP and e-Commerce technologies. Optus is the second largest telecommunications provider in Australia and in 1999 – 2000 it was owned by Cable and Wireless. In this role I was responsible for:• Stabilization and re-design of the Optus IP network, • Remediation of the Optusnet ISP, • Development of IP based corporate products and services, and• Introduction of early B2B and e-Commerce platforms and products for Optus customers.

In addition to my role as GM Access One, I also took on the role of VP Netrworks in OzEmail. In this role I was responsible for the ongoing construction and operation of OzEmail’s network infrastructure. This was a difficult task as the growth rate of the network at that time was more than 100% per annum – growth was fueled by three factors, being more customers joining OzEmail, customers connecting for longer periods and higher speed connections per customer. In this role I was also responsible for the construction of the AOL (America On Line) Australian network on behalf of UUNet. When the AOL network was in operation OzEmail was purchased by UUNet.

In 1996 Access One was the third largest ISP in Australia until it was purchased by OzEmail in 1997. I joined Access One at a time when the company was borderline profitable and in need of tight management. Over a 6 month period we were able to contain costs, transfer the network to a new high-speed backbone, open up another five points of presence in regional areas, find and remove operational risks and introduce a new low-cost internet service, dubbed Access 2.

I was asked to take on the responsibility to the On Australia re-work and to manage its transition to an ISP. Once the conversion to an ISP was completed and was operating in a stable manner, the ISP was renamed BigPond and moved to the mainstream part of Telstra.,Following the dissolution of the JV between Telstra and Microsoft, On Australia had been split into a service provider network and a content provider. The content was placed with Microsoft and network was moved to Telstra. This work required a complete change to the transmission network protocol and a restructure of the network. In addition we developed a new billing system as well as setting up a new customer care environment. The billing system was designed to support up to 100,000 customers – it was eventually decommissioned after coping with a load of nearly 600,000 customers

In the mid-90’s, prior to its privatization, Telstra was formed by merging the Overseas Telecommunications Commission (OTC) and Telecom, with the old OTC business being folded first into the new organisation as the division responsible for international activities. As a Product Manager, I worked on the development of telecommunications products and services that could be sold via Telstra International subsidiaries and partner organisations in offshore locations. The aim was to replicate products sold in Australia, to provide continuity for corporate customers that required services in Australia and overseas. I was responsible for the modification and packaging of Intelligent Network products such as virtual private networks (for voice services in these days – sold into Indonesia) and services that used Novell’s IPX network protocol.

The Overseas Telecommunications Commission (OTC) was a separate government owned carrier that had responsibility for the provision of international telecommunications infrastructure and services for Australia. The majority of telecommunications to major destinations were carried by submarine cable systems, and this required that OTC invest in infrastructure landing in Australia and in interconnecting terrestrial infrastructure and submarine cable systems world-wide. As Manager Submarine Cable Planning, I was responsible for the negotiation of capacity in these systems, in line with traffic projections and growth. I was directly responsible for the negotation of the the $160 million JASURAUS (Jakarta-Surabaya-Australia) cable, the $130 million TVH (Thailand-Vietnam-Hong Kong) cable on behalf of the DGPT in Vietnam and US West Coast to East Coast capacity to link OTC holdings that landed on each coast of the continent. In the case of Trans USA capacity I pulled together a ’buying group’ of carriers in Asia and Europe that needed similar capacity, and we negotiated a combined deal with the US carriers to deliver services at a 70% discount with in-built service level guarantees.

I moved from New Zealand to Australia in 1989 and joined OTC in the Satellite Planning area. OTC represented the Australian Government in international organisations such as INTELSAT and INMARSAT. As Supervising Engineer Satellite Planning I was responsible for the negotiation of capacity on satellites for connection to places where there was no direct cable connection, and to provide a backup in the case of a cable failure. The role involved negotiation of configuration of satellites (which transponders would be connected to which beams, for example) and the specification of design of new satellites that would provide coverage of Australia and other parts of the Asia-Pacific region. This work was key in the development of a specialised beam that provided coverage between Australia and the Pacfic Islands on the (then) new INTELSAT V platform.

Worked in the International Division of Telecom New Zealand (formerly New Zealand Post Office), responsible for satellite engineering activities. Main areas of responsibility were:• Introduction of IDR (International Digital Rate satellite links – supporting digital modulation of services as opposed to analogue modulation) for major links to larger overseas destinations and SCPC (Single Channel Per Carrier) connections to smaller destinations – generally to Pacific Island nations.• Refurbishment of the original Warkworth 1 – a 30m diameter Standard A Satellite Earth Station to extend its operational life by another 10 years (project cost of NZ$2 million).• Design and implementation of a Satellite Earth Station at Rangiora, near to Christchurch (project cost of NZ$1.7 million).• Design and implementation of a Satellite Earth Station in Wellington (project cost of $2.3 million). This project was particulary complex as the area presented significant radio interference as well as construction issues.

I was Biomedical Engineer in the Cardiology Department in The Princess Margaret Hospital in Christchurch. This role involved:• Specification, supervision of construction and commissioning of a new Cardiac Catheterisation Laboratory (cost of NZ$2 million).• Participating in cardiac research activities and co-authored a number of papers in British Medical Journal, New England Journal of Medice, American Journal of Cardiology, etc.• Managed a team of biomedical technicians.

Based in the International Division, I worked as an Engineer on the construction of the Warkworth 2 Standard A Satellite Earth Station which entered into service in 1985.