President and Chairman of the Institute of Quality Construction (IQC) - which is a not-for-profit industry body and thinktank.The Charter of the IQC is to identify existing quality challenges and pre-empt burgeoning industry-wide quality problems, particularly in regards to new technology. The IQC aims to advise regulators and promote solutions that are of industry-wide benefit to participating members and the industry at large including contractors, subcontractors, designers, clients and end-users.

Responsibilities- Development and delivery of Quality Management Systems across the Building and Property businesses

Achievements:- Development and implementation of a Knowledge Management Strategy for the Building business – comprising Lessons Learnt system, Good Building Guides.- Development and implementation of a risk-based approach to Project Quality Management – and a “best-in-Industry” Quality Management System for the Australian Building business. - Achieved ISO9001:2015 certification one year ahead of schedule.Responsibilities:- Development of a Quality Improvement Strategy for the Australian Building Business.- Developed, implemented and maintained a national audit strategy.- Business owner for Aconex and iTWOcx.

Achievements:- Managed the Project Quality Team during a phase of the project where output was quadrupled in three months, maintained the integrity of Quality during this period - Refocused the Quality team and developed a good close working relationship with the Client's QC team- Implemented a strategy to ensure that the QC team were seen as a value-adding partner to the Construction TeamResponsibilities:- Management of Quality Assurance, Quality Control, Right First Time, Document Management and Records Verification on CVL-3 - $1.3BN+ Civil Works Package for the new Ichthys LNG plant in Darwin.- Management of a staff of 30

Achievements:- Establishment of a project-wide “Right First Time” programme incorporating the client’s requirements and Leighton Contractors’ needs – including a Communications Strategy, Management System Procedures & Processes, Inductions, Technical Training Strategy, Lessons Learnt Process, Site Walks, Reward & Recognition Programme, Poster Campaign, Tip Sheets and Toolbox Talks.- Drove a culture shift amongst staff and workforce.- Aligned programme with IIF and the EFQM Business Excellence Model.- Client stated (December 2013) that LCPL’s Right First Time programme was “Best Practice” globally.Responsibilities:- Management of Right First Time on CVL-3 - $1.3BN Civil Works Package for the new Ichthys LNG plant in Darwin.- Development and delivery of Inductions, Training, Toolbox Talks.- Undertaking Site Walks and Audits- Project Leadership Team member for Right First Time.

Setting up the Quality Systems for the project. The construction of the permanent office and housing (POH) project in Port Moresby is to support PNG LNG production operations for Esso Highlands Limited.

Achievements:Set a new Quality Strategy for the NSW/ACT & NZ Business Unit, focusing on delivering greater consistency and product quality.Commissioned, piloted and delivered a branch-wide Concrete Skills Training program aimed at raising skill levels in the workforce – aligned with RTA Grey Card and ATQF.Championed the delivery of “Project Mobility” – a tablet-PC based construction-management system for LCPL projects – from POC to Pilot across Construction Division. Project Mobility will streamline LCPL’s project delivery and enable staff to access and update information from the field.Initiated, scoped and created the Product Quality Initiative within the NSW & ACT Business Unit. Revision of Business Unit induction. Production of an 8 minute DVD on Product Quality including interviews with Clients and staff across NSW & ACT. Briefing 1000 staff across NSW & ACT.Drove increased cross-functional specificity of the Leighton Contractors National Management System from the NSW & ACT Business Unit.Responsibilities:Responsible for auditing and mentoring staff to ensure the best Systems and Quality for all Construction projects in NSW/ACT & NZ ($2BN work).• Leader of the NSW and ACT, and National Quality User Groups (to 2009).• Implementation and revision of the National Management System ‘The Leighton Way’ across Construction projects.

Sole responsibility for Project and Supplier QA for the Developer of the new £700M Wembley Stadium. Conducting process based audits and managing QA submissions for 60 direct subcontractors to Multiplex. Site inspections of ongoing and completed works. Training and mentoring new internal auditors. Delivery of QA Training for Project Management Staff.

Managing the Approvals process for the installation of a £50M Safety Integrity Level 1 (SIL1) Train Information system for London Underground – for the installation of 1,000 tags on trains, 1,500 trackside units, cabling, communications, processing and display equipment – plus custom software. Undertaking Assurance surveillance activities (Audit, Review, Witnessing) to ensure compliance and process effectiveness.

Effective Core Business Processes mapped and implementedCross functional processes aligned and effective communication tools in placeDelivery of process based Intranet Business Management System effective for ISO 9001:2000 accreditationReview of the key operational processes in preparation for the transition to Metronet Rail. The transition was managed under the framework of the Government’s PPP contract. Managing the roll-out of a corporate ISO9001:2000 system across the Asset Maintenance division of one of the three asset management companies.

Integration of the company’s Audit Schedules. Managing the changing Quality culture of the company during the movement from Public- to Private- Sector ownership. Bringing standardisation to processes and procedures across the divisions.Working on a contract to bring Infraco JNP’s systems into line to that required for them to seamlessly interface with the winning PPP bidder, Tubelines.

Quality, Safety and Environmental Compliance for a multi-disciplined Project Team. £160M worth of work including HV/LV Electrical Installation in 22kV and 11kV Substations, SCADA Control Systems, Generating Stations and de-commissioning of a Generating Station on the LUL Power Supply Network. Planning documentation, resources, material, plant and access in advance to ensure project completion. Managing the Client take-over of installed equipment.Maintaining accreditation to ISO9001 and ISO14000. Site General Inspections for Health, Safety, and Environment compliance. Verification and validation. Installation inspections, snag identification and clearance management. Production and review of Procedures and Method Statements, CDM Health, Safety and Environmental Plans. Team briefings and toolbox talks. European supplier and internal audits. H&S and Environment Risk Assessments and Contingency Planning.

Implementation of ISO9002 at Neasden Depot. Consolidation of ISO9002 at Golders Green & Morden Underground Depots.

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