Decoda is a part of the Sime Darby Berhad providing sustainable performance improvements across the mining value chain by applying leading edge technology, analytical methods and change management methodologies.- Launched the ‘start up’ company with focus on growing enterprise value greater than initial invested capital; - Established strategic context and led the development of initial products for launch;- Guided company through Proof of Concept (PoC) and Proof of Value (PoV) stages prior to formal Go to Market (GTM) strategies with relevant products;- Secured first customers within months of launch;

Hastings Deering is a Caterpillar Dealership (part of the Sime Darby Berhad) sell, rent, service and support the complete range of heavy equipment used in the mining, construction, forestry, agricultural, materials handling and government sectors.- P&L – circa AUD $90m and $1.5bn revenue pa; Resources – circa 250 - 300 and 1800 - 2000 FTE – combination of wages and salaried staff within the both roles; - Created a new Asset Management team and aligned to strategic direction focused on technology and analytics; Direct Reports 8 - 9; - Oversaw the implementation of the first autonomous haulage (mining truck) solution on East Coast of Aus and the growth of technology solutions within the Dealership’s territory;- Set the strategic direction and led the creation of a new capability and offering for mining and construction customers, focused on improving machine productivity through digital technology and data analytics; - Oversaw the deployment of a technology and analytics offering to customers in the construction sector resulting in a 15 – 20% uplift in sales;- Launched a Data Analytics Minimal Viable Product (MVP) with a pilot mining customer;- Executive representative in the negotiation team for 3 separate enterprise bargaining agreements, delivering benefits. Improved trust between management, workforce and union, evidenced by the creation of a workforce ‘bonus’ scheme and limited disruption to productivity.- Operationally delivered significant improvement in Safety performance from TRIFR of greater than 60 to less than 3 and over $200m in cost savings from overheads during resource sector downturn;- Established a Project Management Office which brought immediate savings (in excess of $10million) through greater project control;- Lead the implementation of Lean Management and Six Sigma – Leveraged the Caterpillar Lean Management system through the dealership, that delivered circa $30m in savings;

Tuxedo Junction is a signature fundraising event for Cancer Council of Victoria.- Contribute to the development of fundraising strategies and conduct of the event. - The revenue raised increased with each successive event.

Halcrow (now absorbed in Jacobs) delivers planning, engineering, design and management services for the development of infrastructure worldwide. - P&L – AUD $50m revenue pa; Direct reports – Regional Market Directors, HR, Finance, IT, Commercial, Business Development and Marketing; - Provided leadership and direction towards growth in infrastructure markets; - Implemented a turn-around plan to improve financial performance; - Increased focus and discipline on managing project working capital;- Implemented Safety Culture – Leading the journey towards establishing a mindful HSE culture across the company;- Increased focus and rigour on governance to manage corporate risk profile; Secured large infrastructure design projects in mining and rail sector resulting in improved resource utilisation and financial performance of the company.

USM (Formerly US Maintenance), Philadelphia, North America is one of the leading and largest facilities management businesses in North America.- P&L – AUD $620m revenue pa. Direct reports - HR, HSE, Finance, Operations, IT, Legal, Business Development and Marketing;- Maintained a focussed management team which held EBITA contribution within 5% of budget expectations and no exposure to clients that filed Chapter 11 (Bankruptcy); - Led the development and implementation of a plan that restructured, rebranded, and integrated five separate businesses into one corporate structure underpinned by standard business processes and systems delivering $5.0m pa in recurring savings and a 12 month ‘pay back’ on the initial investment;- Halved overdue cash balances within 12 months;- Oversaw more than $140m in organic revenue growth with a $300m pipeline of growth opportunities under development in existing and new market sectors;- Mandated the implementation of HSE processes and systems resulting in a proactive HSE culture and management of workers compensation costs across the company;

Transfield Services is a global provider of operations, maintenance, and asset and project management services. - P&L – As EGM fully accountable for AUD $450m - $500m revenue pa (Aust and NZ); Resources – 1,500 staff and a network of 10K subcontractors; Direct reports - HSE, Finance, Operations, and Business Development, IT and Capital Works; - In the global executive role, facilitated setting the strategic direction, business dev. activities and sharing of resources and knowledge;- Led the business through a challenging client/contract retention period where over 90% was up for retender. The net result was $450m in revenue and 80% of the client base;- As a contract retention strategy established the Sentinar JV with Silcar which resulted in retaining the relationship with Telstra and preserving $130m in annual revenue; - Established 2 new ‘in-house’ service line capabilities in hospitality and landscaping services. Combined value of these new services was $60m pa; - Restructured and integrated business unit back-office support functions supported by a new CRM system delivering a positive NPV over three years. Improved EBITA Margin % by 1%;- Grew sustaining capital works service line from $30m to $100m revenue pa and positioned for further growth in new market verticals; - Developed growth strategies for various market sectors of Transfield Services;- Secured 2 acquisitions in the mining and Facilities Management (FM) sectors across Aus and NZ with combined revenue of $60m pa. - Established the 5D Joint Venture with CBA to target the combined CRE and FM services in the commercial property market sector and a JV in Qatar to address the growing FM market.- Delivered more than $100m revenue with a positive EBITA contribution;- Managed the facilities and maintenance services and sustaining capital works to 19K Telstra sites;- Undertook a restructure and turned the project around from making a loss, to making a profit within 1st year;

Five D Holdings and Sentinar JV Board roles involving the monitoring of service delivery and financial performance of a further $230m of revenue;

The Facility Management Association is the peak national industry body for facilities management, representing and supporting the professionals and organisations responsible for the operational management of Australia’s built environment.- Contributed to the development of a new national governance structure, and the formulation of a strategic plan to raise the profile of the Built Environment Industry. - National governance structure implemented. Strategic Plan delivered. Profile of the Associated raised with Australian Government including securing funding for specific initiatives such as digitising the Sydney Opera house as built paper drawings.

Cogent Business Solutions was founded in 1996 as a quality accredited management consultancy specialising in Service Delivery solutions to industry, non-profit and government. Today, Cogent is a leading provider of personnel security vetting to the Commonwealth Government of Australia.

The Australian Army is a versatile and modern fighting force that helps protect the Australian people and national interests as well as providing critical support to communities in need through humanitarian and disaster relief operations around the globe.