HunterNet is widely recognised within Australian manufacturing and academia as the most successful industry ‘cluster’ of its type nationally. The organisation involves over 180 companies, active in national and international infrastructure and asset management, energy and resources, defence and advanced manufacturing supply chains. Through its membership, HunterNet represents over 70,000 employees.Join HunterNetHunterNet Defence assists Hunter / Central Coast regional SMEs to get into Defence business and helping companies capabilities to be identified by Defence and Defence Industry.HunterNet Group Training Company engage apprentices and trainees on behalf of Hunter based employers in the Engineering and aeronautical industry, with the aim of achieving high quality outcomes through a partnership approach. Playing a facilitative role in ensuring that training is tailored to satisfy the needs of employers as well as apprentices and trainees.

Operations, Manufacturing, Project and Business Improvement SpecialistOTRTC has a proven track record of leading and delivering performance improvement in large organisations and projects and bring a wealth of understanding and relevant experience to business transformation, manufacturing operations and project integrationOTRTC are focused leaders who thrive on assisting organisations achieve transformational change. Working with the manufacturing, operational or project teams, OTRTC assist organisations develop sound business strategies, put in place goal setting and measurement techniques, assist with organisational design and structure to maximise alignment and work with the organisation at all levels to improve the business environment via strong employee engagement.OTRTC have over 20 years leadership experience in Senior GM , Project and Operational roles in Businesses with up to $1.5bn revenue pa and with local control of Operations/Projects Revenue of over $220M and EBIT of $15M. OTRTC are safety leaders with a proven track record in the reduction of incidents through a focus on Systems, Process, Behaviours and Lead measures within the work environment.​OTRTC have a track record of delivering best practice HSE outcomes and productivity improvements gained through focussed leadership, cultural change, LEAN techniques and employee engagement.OTRTC have managed complex multi-disciplinary projects and manufacturing operations through to realisation and have an avid focus on business transformation.Ivan WaterfieldDirector On The Right Track ConsultancyMobile: 0467 794 648E.mail: ivan.waterfield@ontherighttrackconsultancy.comWebsite: www.ontherighttrackconsultancy.com

2XM Projects offer high-quality engineering, consultancy and project managed solutions to the Australian Rail Industry. Our solutions encompass all areas of onsite installation and rail vehicle care that enable rail vehicle operators, maintainers and owners to complete their projects safely, on budget and on time. 2XM Projects are currently delivering major Rail Projects in QLD, NSW, and VIC.

In early 2010 WesTrac and CAT developed a license agreement for WesTrac to manufacture CAT product in Australia. This is unique for CAT and its relationship with its dealers. Of the 180 CAT dealers in the world this is the only manufacturing license. In light of this I was recruited to set this venture up. It is a challenging and exciting venture to start a business from the concept and to also have the opportunity to bring manufacturing back “On Shore”. The opportunities and demand for this venture far outstrip existing capacity so this does present an extremely interesting challenge. Year one revenue at $50M with EBIT at $4M. Year two forecast at level of year 1. Forecast for year 5 is growth to $150M with EBIT at $7.5M.As part of the role I also have under my control and direction the Engineering Team within WesTrac. The team consists of Electrical, Mechanical, Drafting and Technical Publication disciplines. The role involves a significant amount of interface with CAT and the customer network to resolve any Intellectual property issues with the CAT product and its interface within the operating environment.Responsibilities & Achievements included:• Develop a strategic master plan for the WesTrac Engineering Services Business• Develop the financial and business model required to commence operations• Develop an organisation to meet the requirements of this business• Develop a relationship with CAT to commence this business venture• Source and develop a “Brown Field” site for the initial manufacture• Transfer, relocate, procure and set up the capital equipment for the business• Develop a supplier base to meet the requirements of the Business• Develop a build programme and resource plan for the manufacturing requirements• Develop the layout and modelling required for the “Green Field” site• Assist in the Development of the WesTrac Business with focus on Systems, Processes and People

Responsibilities & Achievements included:Developed and managed a motivated and multi-disciplined team in relation to the key disciplines of Procurement, Manufacturing, Quality Assurance, Finance, Quality Control, Safety and Administration to ensure the completion of business goals effectively within Budget. Responsibility for around 500 people across Multiple Projects. These included;Assembly and Testing of the PPP Waratah Double Deck Cars - 78 x 8 car setsAssembly and Testing of Standard Gauge Locomotives - 35 offLocomotive Maintenance for the Pacific National Fleet.Cab Manufacture and testing. Responsibility for and reporting against Orders/Revenue of $200M and EBIT of $15MOne of the key drivers of this role was to set up the site in line with some lean manufacturing techniques with improved layouts and industrial engineering.Develop and enhance customer and supplier relationships at a senior management level.Develop Employee Performance reviews to maximise business, individual and corporate goals and performance.Develop and enhance harmonious relationships between recognised Union organisations. We have settled on the first 5 year EBA within NSW.Development of Productivity, Sourcing, Quality, Safety and Financial improvements to ensure longevity of the business and exceed Return on Investment Initiatives.Instigate new initiatives to develop DEDIR's capabilities in the Manufacture of Railway Freight and Passenger Rolling Stock

Responsibilities & Achievements included:In December 2005 the OSC Project Director and Project Manager were dismissed. I was asked to take over the Project Directors role. The intent was to combine this with my existing responsibilities and create a new General Management role, overseeing Passenger Car Projects.OSC is a $327 million project consisting of 122 cars.When I took over this project it had serious issues, financial and otherwise. During my time in this role I have managed to stabilise the position in respect of cost control and client relationship.OSC is the first passenger car to undergo the Safety Case process in NSW. My experience in obtaining safety case approval in a variety of locations has been invaluable in guiding the Project through this arduous process.

Responsibilities & Achievements included:Developed and managed a motivated and multi-disciplined team in relation to the key disciplines of Procurement, Manufacturing, Quality Assurance, Finance, Quality Control, Safety and Administration to ensure the completion of business goals effectively within Budget. Responsibility for around 400 people across 3 Major Projects. These included;

Responsibilities & Achievements included:Developed and managed a motivated and multi-disciplined team in relation to the key disciplines of Engineering, Procurement, Manufacturing, Quality Assurance, Finance, Business Development and Administration to ensure the completion of local and international business goals effectively within Budget. Responsible for around 300 people across 3 sites involving multiple Project and Maintenance activities. This included;PrestonOrders/Revenue of approx $15M per annum with 60 Employees. I had full management of this site and set up an agreement with the PTC regarding lease of the site. I established interface agreements with Bombardier and Siemens. I also developed plans for the potential new Tram build programme being tendered by the PTC and Yarra Trams.BallaratOrders/Revenue of $60M with 200 Employees (including projects staff). I produced a positive net profit performance every month during my tenure and increased the order book from $10M in Sept 1999 to $60M when I left. This was achieved through specific business development strategies and strong negotiation with private operators. Efficiencies on site were improved by around 30% during my tenure. In 2003 Alstom Ballarat, under my guidance, was awarded the Victorian Manufacturer of the Year Award.Citadis TramsAlstom delivered 36 Citadis trams from La Rochelle in France. The maintenance and availability for service came under my control. This was a Maintenance and Warranty contract negotiated with Yarra. 6 people were employed on this project and it operated out of the Southbank Tram depot.

Responsibilities & Achievements included:Managed a motivated, pro-active Engineering, Procurement, Assembly, Quality Assurance, Finance and clerical support team to ensure the completion of business goals effectively within budget.Responsibility for and reporting against Orders/Revenue $350M and net profit of $31.5M.Responsibility for around 350 staff across major projects, maintenance and business operations.Effective discussions and agreements achieved with customers at senior management level.Development and implementation of employee development/training.Development and implementation of New Business initiatives through Hong Kong and the PRC.Awarded the "MTRC Safety Award" - Presented to one company across all MTRC Projects.Awarded the "KCRC Project Recognition Award" - This followed the completion of the KCRC Major Renovation of 348 cars on time and below budget.

Responsibilities & Achievements included: Managed a motivated, pro-active and multi-disciplined team of supervisors and shop floor skilled and semi-skilled workforce to meet the business goals effectively within budget. Reporting directly to the General Manager.Responsibility for around 350 staff at the ADTRANZ York facility on the completion of the 465 single deck dual voltage EMU fleet.Responsibility for and reporting against Orders/Revenue of around $180M. The site was a cost centre so the focus was on out put against budget and key control of site recovery. Successfully developed, implemented and maintained a bonus scheme with resultant improved efficiency, securing reduced throughput, and work in progress and cost reductions. Effective negotiations and resolutions developed with local employee representatives to ensure the smooth closure of the factory. Developed and presented procedures and measures through training sessions, successfully empowering supervisors to become 'mini' business managers. Produced and presented performance metrics to appropriate levels of the organisation to maximise understanding, focus and business results.A management team member, who has professionally and personally encouraged, supported and influenced the completion of a multi-million pound project through the very stressful and difficult period of change resulting from the closure of the factory.

Responsibilities & Achievements included: Remit to demonstrate how improvements could be made to increase the production output of fabricated units at the Derby Bogie Division. Key areas targeted included Fabrication, Assembly and Logistics. Production output Dec 1994 13 units - 300 hours per unit. Production output June 1995 29 units - 125 hours per unit. Successful development of supervisors and workforce to improve production requirements by focusing on the reduction of waste.

Responsibilities & Achievements included: To control and co-ordinate the selling and despatch of ABB Transportation's Central Line vehicles to LUL. Reporting to the Director, LUL Project and having responsibility and accountability for the Safety, Quality & Production of the Project.

Responsibilities & Achievements included: To set up and develop the build and production line for the LUL Central Line Project at ABB Transportation. In the absence of the Profit Centre Manager, I took on his duties and had full responsibility and accountability for the Safety, Quality and Production of 12 Supervisors, 10 Inspectors and 360 skilled and semi-skilled personnel. In this capacity, I was reporting directly to the Project Director.Responsibility for around 250 staff on the LUL Tube Train Manufacture for Central Line Trains. With the delivery requirements on this project the flow line techniques required an output of 8 cars per week on a 2 shift pattern.