Enabling teams to create meaningful change that they own and deliver.Listening and supporting operational leaders on their own leadership journeys

Although we are a technology company Resolution systems lives by value first principles. Working with clients, we use business improvement techniques to identify the highest value problems, we then harness the power of big data and automated analytics to implement innovative, reliable and sustainable business improvement tools. We lift operational performance and generate significant, tangible value for clients. We have a range of case studies, showing large value delivery; no theoretical “use cases”

I have now stepped out of an operational role at MaxMine.

Formula 1 Meets Mining!WHAT I DOI help open cut mining operations save cash by assisting them to effectively and practically manage their haul roads, haul truck maintenance and most importantly their operators.WHO I SERVEMining Companies who are looking to establish real and tangible savings through haul trucks which are generally the largest asset class on a mine site. Since 2011 I’ve helped many leaders both directly and indirectly through my team management system and now coupled with an incredibly accurate and affordable tech solution we are helping many more.HOW I DO ITThese improvements can be done a number of ways however for it to be sustainable there needs to be an effective implementation strategy. I’m passionate about the smart and sustainable integration of technology into the management of a workforce by really empowering employees to improve their performance and take them from Truck Operators to Truck Operating professionals.WHO I WORK WITHI work with global open cut mining operations all the way through to single stand-alone mining operations who I support through the installation and implementation process.MY STYLESuper practical, highly engaging, adaptable and fun…. I make the confusing world of employee engagement and technology integration easy to understand and implement with a byproduct being significant cost savings!WHAT’S THE NEXT STEP?If you are looking for a tailored solution to make you look really good, significantly reduce your spend and really make some great operational inroads that will impress your leaders and shareholders then reach out to me via my current contact details listed on our website www.resolution.systems

Austmine is the peak industry body in Australia for the mining equipment, technology and services (METS) sector. We promote the advancement and competitive positioning of Australian technology and innovation in mining and resources. Our vision is to make Australia the true global hub for METS and continue to create opportunities for members globally.

Brockman 4 Mine Site is an open cut iron ore mine is part of a global mining company and based in the Pilbara region of Western Australia. It was my responsibility to provide leadership for the mining teams consisting of 160 people.My role essentially was to lead, guide and support the mining teams in safety, production, improvements and cost effective decisions on a daily basis.Much of my time was spent in the 2 major Pits on site inspecting work areas and interacting with operators and leaders across all the different teams. Over my time in this role I continued to find it fascinating and learnt the different ways operators fulfilled their role and just how much the support of leadership aided them. In addition to these duties I also regularly held the statutory responsibility for the entire operation of on average 300 people on site at any given shift.I had three significant achievements in this role. The first was taking the site from the worst performer in tyre life by cutting the tyre budget almost by 50% within about 8 months all while still maintaining the teams productivity. My second achievement was the safe and successful ramp up from 24 million tons to 42 million tons all on time and on budget.The third achievement was consistently delivering successful outcomes with an engaged team even though I had no prior mining operational or engineering experience.I got to interact with an exceptionally large variety of skills, professions and backgrounds on a daily basis. I discovered the secret to gaining and maintaining peoples respect while leading a large team was to lead by example, provide clear and concise communicate along with efficient and effective action.I learned a lot during my time in the mine production role that serves me well today such as building strong relationships with key stakeholders, engaging the workforce with positive reinforcements, leading and communicating effectively to large teams and much more.

Greater Brockman Operations consists of Brockman 2 / Nammuldi Mine Site and Brockman 4 Mine Site. They are open cut Iron Ore mines part of a global company and located in the Pilbara region of Western Australia. As the Human Resources Superintendent for both mine sites I was responsible for the start up of the Brockman 4 mining operation from 2009 and into 2010 as well as the continued operation of Brockman 2 and Nammuldi operations.Essentially my role was to ensure that the leaders across both of these sites had timely and quality Human Resources support from my team. Much of my time was spent ensuring that operational leaders had the support tools and strategies so they could deliver on their budgets and forecasts. This role really gave me a great taste for what can be done when you have an effective team that is not constrained by leaders or support services. I learned a lot about the importance of listening to internal clients and adapting to their needs while also supporting them to align with business needs.My greatest achievement in this role was playing a major role in facilitating the successful ramp up from a very small team of 3 people in October 2009 to an operational site of close to 600 people when the commencement of processing Iron Ore through the fixed plant began by May 2010.In this role I learnt that anything can be achieved when simple goals are set and agree on with clear guides and a willingness to adapt quickly. This plus a ‘can do, will do’ attitude from leadership down was truly an eye opener to building a great culture. Highlighting the importance of leadership and their presence either physical or virtual was a key foundation to maintaining that culture and engagement.This role provided a great foundation for me today in delivering what I promise and recognising that my word is my bond; these both continue to serve me well today.

Rio Tinto Iron Ore Marandoo is an open cut Iron Ore mine site located about 60 kilometers from Tom Price in the Pilbara of Western Australia. In taking on the role of Human Resources Superintendent I was given the responsibility of supporting a significant cultural change for the site of 250 people.My role essentially involved guiding key leaders through effective Human Resources advice and supporting improvements in employee engagement, safety and production of the site.Initially in this role much of my time was spent with the Mine Manager and other key leaders establishing and implementing a clear plan to engage and ultimately improve productivity, safety and cost per ton.It was fascinating to see how one manager with a clear understanding of what he wanted yet an innate ability to listen to and engage with employees could be such a huge catalyst for positive change.In this role I had two significant achievements the first was the exceptional increase in measured employee engagement which was satisfying and rewarding to feel and see an improvement in morale which was associated with that positive change on the site.The second was being requested to assist Rio Tinto Iron Ore’s corporate team with a significant internal project located in Singapore impacting on the entire business and delivering the outcome required within the 9 days that I was seconded to the project for.I got a lot of exposure on how to effectively cease peoples employment from a large organisation yet supporting them in maintaining their dignity despite the circumstances that surrounded the situation. I discovered the secret to delivering a positive outcome when faced with an undesirable task was all in the planning and preparation.Marandoo was a great learning ground for me and so many of the lessons learnt at Marandoo continue with me today. Most prominent would be the importance of preparation and taking the time to listen.

Rio Tinto Iron Ore Yandicoogina, was one of the largest open cut Iron Ore producers for Rio Tinto globally and during my time at this site we were in the midst of a massive expansion. My main focus in this role was recruitment and general Human Resources support for site personnel.Much of my time was spent assisting operational leaders interviewing candidates across a wide variety of roles as well as effectively recruiting new team members. It was amazing to see the size of the equipment on these sites and learn how this giant industry operated from the inside.My greatest achievement in this role was the establishment of a virtual lean board for the area HR team to effectively measure and manage feedback in a timely manner. This was done at a time when the Toyota Lean principle had been adapted for mining and was just being introduced to the Rio Tinto Iron Ore division.This was an incredible role for learning how the mining industry operated and what was driving the decisions to adapt, change and progress. I learned very quickly to adapt to a new environment and assess situations on the run effectively and efficiently to ensure that appropriate decisions where made when recruiting new employees.

Voyages Ayers Rock Resort, is a group of resorts based at Ulara (Ayres Rock) located in The Northern Territory, Australia. It was my responsibility to manage the general Human Resources needs of Zone 3 of the resort which consisted of approximately 210 team members.My role was essentially to effectively plan and implement the recruitment process to assist the leaders in maintaining their teams at full capacity to enable them to manage the high volume of short term workers as well as the business needs. Much of my time was spent aiding leaders in the management of employee related issues and guiding my team through the recruitment process effectively and efficiently. A large number of the work force were filled by international travellers so the turnover was huge and maintaining an effective culture was a primary focus for all the leaders.This role allowed me to hone in on my skills around adaptability in relation to the needs of an organisation and also through the recruitment and termination process of team members.This was a very busy role and I saw a significant amount of diversity in the daily tasks and the leadership team. I discovered how quick I was at being able to adapt to different situations and people to ensure that I delivered the best possible outcome.

The Holiday Inn Darwin, was one of the larger hotels in Darwin and it was my responsibility to manage the shift activities across the hotel. In this role I was responsible for making sure that the guest experience was at or above their expectations all while achieving consistent and optimum occupancy rates.My role essentially was to be the problem solver ‘go to guy’ across the hotel during a shift. Much of my time was spent ensuring that guests requests were met and that all of the plates were kept spinning. Due to the market demands on the hotel we would often sell rooms twice in one day due to ever changing flight schedules and delays. This would mean that we would regularly be operating at above 100% occupancy for the dry or winter season.One of my greatest achievements was running the hotel at above 103% occupancy for a full week. Without the need to bump guests and still meet guest requirements during that week.During my time in this role I learned to plan for the worst and expect the best all while delivering what was needed and beyond every day. Due to the nature of the Northern Territory I needed to be ready to deal with anything and regularly did.I learned that what was happening around me were opportunities to test and develop new skills and most of all practicing adaptability to handle any situation.

The Gagudju Crocodile Holiday Inn is the big hotel shaped like a crocodile in the Northern Territory, Australia. It was my responsibility to provide a wide variety of human resources support to the leaders and staff members across all areas of the hotel.Being a seasonal and remote location the employee numbers would fluctuate by about 50% during the year which meant that employees needed to be on boarded very quickly and operating in their role in the shortest possible timeframe. In my role I looked after the recruitment, accommodation, coaching and counselling, training and development, retention and termination of staff. Much of my time was spent recruiting team members at the beginning of a season. I was also responsible for and Indigenous Employment program.My Greatest achievement in this role was the Hotel receiving an Industry Award for the Indigenous Employment Program I’d developed and supported the implementation of. My goal and outcome for this program was to employ and retain local indigenous people in a manner that suited the traditional requirements yet still met the operational needs all with respect and flexibility.This role was extremely diverse, the variety of situations that I would deal with was astounding. One day I would be doing recruitment in Darwin and the next I would be out in an Aboriginal community. I learnt a lot about adaptability in this role, ensuring that when engaged in a task I was energetic and focussed. This continues to serve me well in meeting key milestones and focusing on priorities.

Jabiru Fire Station was a local fire and emergency services hub for the Kakadu region. It was also a solo manned station, so it was my responsibility to assist the Captain to react to any emergency in the town where our skills could add value. We serviced the town from fighting fires to responding to motor vehicle accidents and anything in between.My role essentially was a member of a small team in which we had to quickly, efficiently and carefully respond and deal with emergency situations as they arose.Much of my time was spent in training and preparing mentally, physically and emotionally for any situation that may require attention, including many that could be life threatening., The majority of situations that we would deal with however, would be bush fires, fire alarm call outs and motor vehicle accidents within a 90plus kilometre radius of the town.I learned a lot about managing my own emotions and focusing on the situation in front of me.My greatest achievement was that I became one of the core team members and would assist the medic on our team with managing patients during accidents.I got to experience a variety of emergency situations , which meant I had to look after those who were affected by the incident as well as myself. Assisting people when they are going through possibly one of the worst experiences in their life has allowed me to develop empathy and compassion for others. A lot of what I experienced in this role from the teamwork and training through to emergency response continues to serve me well by allowing me to quickly assess situations and build a relationship to deliver an effective outcome.

Hays Montrose was the Construction and Engineering section of Hays Recruitment, which was a national labour hire business. My role was to engage potential candidates and have them appointed to suitable positions.My role was essentially to match potential candidates to appropriate positions with suitable employers. Much of my time was spent finding good quality candidates, screening them via an interviewing process and presenting their application to suitable employers.This role allowed me to come to a quick realisation that this type of business within the Human Resources industry really wasn’t for me. I felt like I was selling humans. What I did get out of my experience in this role was a clearer understanding as to what part of Human Resources I wanted to pursue, which was to support, coach and guide leaders on engaging their employees as well as assisting in the onboarding and offboarding process to achieve the best possible outcome for all parties.I learned a lot about my self during my time in this role and it has been one of the roles that I look back on as being core to my drive to assist people to become better leaders and support them in engaging with their people.

The Crowne Plaza Canberra, is one of the largest Hotels in the National Capital and also one of the busiest. My role was to make every visitors experience the best that it can possibly be.My role was to lead the Guest Services team in delivering top class services to all of our guests, all of the time. We were responsible for the entire experience from arrival through to departure and everything in between. My greatest achievement came out of one of Canberra’s biggest disasters - the Canberra Bush Fires of 2003. I was responsible for the hotel during the entire period related to the fires. We were operating with minimal staff members as they were looking after their homes. We had hundreds of Fire Fighters and victims who had lost their homes staying in the hotel. We ran out of food and didn’t have any chefs. I teamed up with one of my peers and managed to bring the local community together to assist in feeding those in the hotel. We also established a communication strategy to keep all guests informed of the situation and progress.This role gave me a great understanding of how important people are and how much they share when asked, especially in a time of greater need. This led me to moulding my skill in listening to what people liked and wanted and then finding smarter ways to deliver this to them. This has definitely served me well and continues to do so.

The Holiday Inn in Cairns, was one of the larger hotels in Cairns City affectionately referred to as the Peanut. I was placed at this 4 star hotel as a Corporate Trainee which meant that I had to spend time working in every role in the entire hotel from washing dishes in the kitchen to shadowing the General Manager. Much of my time was spent learning every role in the hotel and as part of the program while in each different department I identified, offered and implemented opportunities for improvement.Towards the end of my time as a Corporate Trainee I was asked by the General Manager to step into the Food and Beverage Manager role and prepare the department for the newly appointed manager. I was meant to be the caretaker, but that wasn’t to be, I set about making as many changes as I could in those months to ensure that the department was functioning the way I would have wanted it had I been walking into the role.This role really was designed to expose the depths of each and every role within the hotel. It guided me to think about the improvement opportunities and practical implementation. This was such a great learning experience as I not only had to identify the opportunity but solve the challenge as well as implement within a short period of time and with an extremely small to no budget. This improvement culture has definitely been something that has stuck with me throughout my career and something that I am very proud of!

Crowne Plaza Surfers Paradise, was an amazing resort on the Gold Coast, Australia boasting two huge towers with pools and facilities to match a 4.5 star resort.My role was essentially to make the guests experience while dining in the hotel an experience to remember! Regardless of if they were dining in their room or in any of the four restaurants as good as it could be. My role was to enable the guest to feel as relaxed as possible and open to enjoying all the wonderful facilities and coastal location as cheerfully as they could.Besides some of the great tips that I received from guests, one of the standouts was on a New Years eve when I was requested by a group in the fine dining restaurant to be their personal waiter for the night. On this particular day I ended up working in every outlet in the hotel.This was an amazing role as I had no experience in hotels but very quickly I learnt to observe and deal with human behaviour at it’s worst and it’s best (sometimes at the same time). One of the greatest skills that I learned in this role and latter heard Stephen Covey talk about in 7 Habits of Highly Effective People was you never know what a person has just been through or are currently going through so don’t hold judgment. Regardless of how rude a person may have been I didn’t know what was happening in their life. It didn’t excuse their behaviour but I could come from a position of no judgment but be there to serve them as our customers. This skill has served me very well and continues to do so.

Cardwell Sea Farm is a very large prawn farm on the Far North Queensland Coast near the town Cardwell. The Farm produces large quantities of prawns that are shipped locally and internationally on a weekly basis.My role was as a factory worker in the processing plant.I was fit and young at this time and was working in a section of the plant, called the brine tank. I would chill the prawns down to about 2 degrees Celsius and then place them into racks to be packed. I would move about 15 to 20 ton of prawns a day. I was also chief quality inspector, which meant I had to sample the prawns too.As I was only 17 in this role I was on wages associated with my age however my work was similar to that of the guys on adult wages. I had a negotiation with my manager at the time and agreed on adjusting my wages to align with those that were working beside me.This was a great learning experience, in the art of employee engagement and the perception of fairness. I regularly turn to this experience and the feelings that I had as an employee when I was in this situation and relate that to decisions that I am making for a team member or advice that I am giving to leaders for them to consider in their decision making.

Cardwell 5 Star Supermarket was the local grocery store in town, and it was my job to make sure that the store was well presented and that the produce was well stocked.In my role I was responsible for stocking shelves, preparing and cooking most of the hot food, cleaning and polishing the floors and taking delivery of stock orders.My greatest achievement was in the process of acquiring this job. I had only just turned 14 and was prompted to find a job after being told that if I wanted new cloths and shoes I would need to buy them myself. I personally went to the owner and asked if I could have a job. At the time, I didn’t realise that the parents of most teenagers around my age were asking the owner if there were any jobs for them and it was for this reason that I was awarded a job through my courage to ask for myself.For the above reason one of my greatest lessons was that having a clear goal is important for any task. I learned that be it planned or not, if you have an idea of the outcome you’re after before you start a task then you are far more likely to achieve it. No one else can do this for you.

Hinchinbrook Marina Development is a large development near the Town of Cardwell that was developed in the late 90’s.I was a general labourer on site and assisted the trades and machinery operators in their roles. Much of my time was spent gardening, cleaning up the site, spotting for machine operators and general maintenance activities.This role was a great learning curve for me in human behaviour and the different ways that people approach tasks. This mostly had to do with their personalities. I learnt through this role that although two people approach a task differently they still achieved the desired outcome. This key learning has stuck with me and I respect that people need to approach task outcomes in their own way and better results can be achieved if they are given space to have some autonomy.

Steve Mealing Construction was a local construction company in the small town of Cardwell.Much of my time was either on the end of a shovel, delivering bricks or cleaning the job area up.My greatest achievement was seeing the finished product on a building site and knowing that I had contributed to it.During this time I learnt a lot about physically hard work. It was a tough job but also very rewarding.