Work accross all mines in the Pilbara Rio Tinto Iron Ore Operations to identify and develop projects to capture opportunities for productivity improvement,

•Responsible for safe and productive operation of control rooms at the Mine, Crusher, and Concentrator, including 20 control room operators, 5 intermediate leaders, and a budget of $7M per annum.•Spent approximately 25% of time filling in for the Manager of Integration or Superintendent Mine Planning roles to assist the business through vacancies and training periods.•Influential member of global Mine Monitoring and Control Steer-Co including presenting at yearly Community of Practice meetings and giving direction for progression of Fleet Management practices. •Designed integrated planning tools and trained key personnel in strategic planning, scheduling, and bottleneck theory at the Smelter. Beyond my scope of responsibility, but in line with my expertise. •Incorporated practices from MBA program such as crowd-sourcing delay management, flexible accounting of haul truck hours, and implementation of autonomous work sessions. •Led team to integrate control rooms between mine and crusher, including full evaluation of integrated operating center in Perth, Australia. •Project manager for installation of LiDAR monitoring of stockpile to link plants virtually instead of physically. First known use of LiDAR for live stockpile monitoring in the world, with expected gains of $10M+ per year.•Led multiple serious Incident Investigations as in-house expert for the using InterSafe methodology. Reported out to senior management on root causes, incident classification, and recommended actions.

• Requested to return to planning by General Manager due to large scope of role and the need to provide coaching and direction to engineers and other mining professionals. • Primary technical services lead in reorganizing the mine and concentrator into a matrix organization. Designed new drumbeat of plan collaboration, generation, and reconciliation the business uses for production targets. • Oversaw the communication and dispersion of mine plans to a wide audience from Operation Supervisor through Managing Director. Ensured communications at right level and provided coaching to engineers.• Successfully managed a budget of $3M dollars per annum. • Led team of ten professionals to design and schedule all technical aspects of the mine, including drill and blast, shovels, trucks, support equipment, and geometallurgy. Incorporate inputs from all auxiliaries of all Kennecott properties and align other teams to optimize value. • Managed team of engineers through required reduction in force without diminishing quality of delivered products. Directed the automation of daily survey advance to absorb loss of headcount. • Demonstrated improvement in alignment of plans between forecast/monthly/weekly plans and developed a system of actions to ensure success. Plans within 2.5% tolerance between time horizons.

• Led a team of eight supervisors in Load and Haul, with over 300 operators in hierarchy. Oversaw the operation of 7 shovels and 75 haul trucks over a fifteen mile network to produce over 160M tons per year. • Responsible for operating budget of $18M per annum. Identified and executed projects to minimize costs. Parked 2800XPC shovel and 6 haul trucks without negative impacts on production and savings of over $1M. • Implemented shift change strategy which increased first hour tonnage by 20k tons per day. Strategy saw continued success following move to mine planning.• Directed efforts to achieve an increase in average payload targets. Worked with teams to improve payload to 100% average target over a four month period, resulting in an extra 4.5M tons moved per year. • Improved incident investigation using InterSafe methodology and instructing on hierarchy of controls. Accident closure rates shrank to two weeks, and repeat incidents dropped to less than 5% as a result of engineering solutions and substitutions instead of administrative controls.

• Following the Manefay Landslide of 144M tons, led the team to prioritize the top 20 major construction projects required to keep the pit operating, redesign the pit, and set targets for re-establishing operations.• Communicated the updated mine plan to local leadership through CEO to align teams in uncertain times. Demonstrated Kennecott should remain open and how to overcome geotechnical challenges.• Led eight to eleven short to mid-range planners to oversee the design and scheduling of the Kennecott Open Pit Mine, including planning horizons from 24 hours to 3 years. • Led a mandate team at request of Managing Director to identify and value alternative ore sources and a path to deliver 60M tons out of the mine’s priority waste cut in 2014, which was accomplished.

Implementing mine plans in the field on rotating day and night shifts. Responsible to safely achieve tonnage requirements on a shift by shift basis. Lead crew level line out meetings to give basic direction to truck, shovel, and road equipment operators. Communicate with operators and mine production control throughout shift to provide guidance and support. Short time in role due to Manefay Slide and business requirements to move back to a technical role.

Responsible to restructure shovel planning process to incorporate three engineers schedules into a single, unified plan. Included redesigning planning deliverable reports to combine monthly, weekly, and shift rotation plans into a single sheet. Created ability to extend plan out to three months and defined the appropriate level of detail to be included in a plan, by switching to weekly granularity more than three weeks out. Automated spreadsheet to accommodate three planners feeding into a single plan.

Designing blast patterns and scheduling 9 drills in order to achieve designs. On occasion assist with the loading and blasting of the patterns. Designed and implemented patterns around in-pit crushing and conveying system, designing patterns to limit PPV to less than 3" per second near conveyor. Designed patterns from 3" holes up to 12 1/4" holes in various spacing to optimize fracture size and minimize costs. Attended training course by "Blast Dynamics" in Reno, Nevada on blast design. Continued to work with John Floyd through this and subsequent positions to improve blasting practices at Bingham Canyon.

Short Range shovel planning. Completing shovel plans for daily, weekly, and monthly operational schedules. Worked with maintenance, operations, downstream plants, and support services to optimize plans for 12 shovels and one loader.

Provided customer tech support, product development testing, and on-site support. Learned basic Vulcan skills and was qualified to teach the basics course. Traveled to various mine sites to provide support. Left in a short time due to travel requirements.