Often the challenge is not identifying appropriate strategies, or even the use of the tools in their identification, but the implementation of a new way of thinking. The Principals of the Business Process Framework (BPF) often challenge the current paradigms in an organisation, and it is these that stand in the way of a company meeting its true potential. Implementing a change can be the biggest challenge, but also the most rewarding; experience of which I have had much of in my time working with the BPF. I have been involved in the roll-out of the Business Process Framework at multiple companies, specialising in the Strategic and Operational-Planning, Measures and Data Based Improvement Initiatives. This has involved development of strategies for the operations through the modelling of the process, informed selection of feasible and appropriate strategies, and the development of achievable work schedules to ensure consistently stable operations that much more reliable meet their targets.

I have been involved in the roll-out of the Business Process Framework at two companies, Anglo-Gold Ashanti and Anglo-American, specialising in the front end of the process, namely the Strategic and Operational-Planning. This has involved development of strategies for the operations through the modelling of the process, informed selection of feasible and appropriate strategies, and the development of achievable work schedules to ensure consistently stable operations that much more reliably meet their targets.

BAMC Provides heavy maintenance services to all British Airways Boeing 747, 767 and 777 long haul aircraft.My role was to provide engineering support as a structural signatory under EASA Part 145 Regulations for repairs and modifications to British Airways Boeing fleet. BAMC carries out heavy maintenance and modifications in line with approved procedures, however issues arise where these cannot be used, this is where I was involved to develop and justify approved repairs and procedures under EASA part 145 or part 21 approvals. I would also proactively manage all the structural issues of aircraft due for maintenance at BAMC, which required advanced knowledge of the expected issues find appropriate solutions in time for the aircraft to meet schedule. In this role I act as a central point of contact for the whole aircraft, and coordinate the efforts of the Technical Services team and to liaise with the appropriate authorities such as Boeing to ensure all issues were resolved on time in line with the maintenance plan. Further to this responsibility I developed an improved BAMC methodology for tracking all structural work.

BAE Systems – Regional Aircraft designed, manufactured and support a series of light and medium passenger aircraft operated globally, the most popular being the BAE 146 series.My role was to provide engineering support as a certifying principal signatory under JAR Part 25 Regulations in the Repair Design Office. Operators of BAE Systems aircraft required solutions to engineering problems in as little time as 8 hours. My primary responsibility is to certify, but also to develop deviations from the aircraft type record such as modifications and repairs, ensuring they satisfy minimum safe requirements. The techniques used in the design and stress work were classical analysis, fatigue and damage tolerance analysis, precedence and numerical modelling. My role was also to ensure authorised process were followed in the development of the repair advice. This could result in my providing of on-site assistance to customers anywhere in the world to carry out damage surveys and provide authorised repair documentation.

I established an ‘in house’ engineering service to BAE Systems S 70B-2 Seahawk Deeper Maintenance Facility. My responsibilities included•The management of aircraft modification and test programs.•Investigation and Root-Cause Analysis of maintenance and safety incidents within the hangar.•Design, justification and review of aircraft modifications and repairs.•Development and implementation of the internal Authorised Engineering Organisation processes, reporting templates and systems IAW Regulations.•The coordination of small multi-discipline teams consisting of experts from different organisations to fulfil specific design requirements.•Liaising with the Commonwealth on engineering matters.•Fostering of working relationships with other engineering and research organisations to improve services provided to the Hangar.

I worked as a design and project engineer on some of Australia’s biggest defence projects including the replacement of the entire helicopter fleet, the build and through life support of the Australian Collins Class Submarine and specific support of the Naval Helicopter fleet.The majority of my time was spent at the Naval Aviation Systems Program Office (NASPO), the Australian Government organisation responsible for procurement and support of Australian Naval Aviation Assets. My responsibilities included the management of structural and mechanical technical airworthiness issues on the S-70B-2 Seahawk. I held design approval authority for minor engineering changes under delegation from the Chief Engineer. Projects I led were the development of a structural repair database for air-frame trending analysis, implementation of corrosion reduction initiatives, development of improved maintenance procedures in conjunction with contractors, design and review of various structural and mechanical repairs and research into the application of new technologies. The results of some of my work I published in technical journals and presented to Industry.