Lee provided consulting and advisory services to clients including the Queensland State Government, and a variety of small business entities seeking project management and commercial advice.As part of his role, Lee was contracted to the Mace Group and seconded to Transport for NSW (TfNSW) in Sydney as the Program Manager to deliver inputs to the Strategic Business Case for the upgrade of the prioritised Ferry Wharves and Intercity Rail Stations. These formed part of the broader Tranche 3 of the $1B Transport Access Program (TAP3) upgrades that TfNSW are planning to deliver for future public transport users across the state of New South Wales, Australia. The upgrades are being undertaken to meet Disability Discrimination Act (DDA) and Disability Standards for Accessible Public Transport (DSAPT) legislative requirements, and the role included managing consultants and advisors to align the inputs to the TfNSW business case process, while engaging internal and external stakeholders to ensure their needs were also met.

The Victorian Murray Floodplain Restoration Project (VMFRP) is a $320M infrastructure program of nine Victorian Sustainable Diversion Limit Adjustment Mechanism (SDLAM) environmental works projects. These projects will allow the return of a more natural flooding regime across more than 14,000 hectares of high ecological value River Murray floodplain. VMFRP is an important component of the agreed package of 36 Sustainable Diversion Limit adjustment projects that combine to enable a 605 GL reduction in the water recovery target for the Basin while achieving the same environmental watering objectives. The VMFRP is being implemented as part of Victoria’s obligations under the Murray Darling Basin Plan in partnership with Lower Murray Water, Goulburn Murray Water, Mallee Catchment Management Authority, North Central Catchment Management Authority, Parks Victoria and the Department of Energy, Environment and Climate Action. The VMFRP is funded by the Australian Government’s Department of Climate Change, Energy, the Environment and Water.The Manager Program Services role Lee held, was responsible for the financial and commercial management of VMFRP for Lower Murray Water as the delivery agent of the program. Responsibilities included preparation of forward annual budgets, budget monitoring, forecasting, accounting and financial reporting, procurement management and compliance, oversight of accounts payable and receivable/ cash management and banking, schedule management, and contract management while ensuring compliance with Lower Murray Water business rules

The former Asset Services Branch was a diverse branch that coordinated the maintenance and upgrade of a range of Council’s assets including roads, footpaths, facilities, structures, drainage infrastructure, lighting infrastructure, parks, natural areas, park trees, and street trees. Asset Services also managed Council’s Environment Centres and Botanic Gardens including oversight of educational and volunteer programs that enabled the community to contribute to a better Brisbane. The branch had approximately 350 staff located across the city, with functional areas that were the interface between the community, project/operational delivery partners, and elected representatives. Lee’s role while seconded as the Branch Manager was to lead the broader branch and Branch Management Team through day-today business operations and a number internal change processes, while also meeting the challenge of the COVID-19 pandemic to ensure Brisbane’s built infrastructure and greenspace assets were effectively maintained and serviced.

In the Business Delivery Manager role, Lee led and managed a team of multi-disciplined engineers and professionals across areas of civil and structural infrastructure, facilities management, and works schedule management. The role included oversight of the planning and strategic asset management of Brisbane’s key infrastructure from minor schedules such as kerb and channel, through to major asset classes such as Brisbane's cross river bridges, with responsibility of a combined annual budget of over $150M. The budget was a mix of both recurring operational and capital budgets to maintain, rehabilitate, and reconstruct to extend the serviceable life of civil, structural and civic infrastructure owned or managed by Brisbane City Council. The senior officer executive level role also involved significant consultation and interaction with stakeholders including senior executives, and elected representatives including committee chairpersons to support initiatives that ensure the continued safe serviceable operation and function of Brisbane’s built assets.

Lee’s role as the Ferry Terminal Upgrade Program Manager was to lead the team that managed the forward program of works for the CityCat and CityFerry terminals of Brisbane. During the 2014/2015 Financial Year, Lee led the team in the $100M delivery of ten terminal upgrades and one new terminal as part of the Flood Recovery and Disability Discrimination Act (DDA) Compliant Ferry Terminal Programs.Lee was responsible for the effective co-ordination of projects and management of their inter-dependencies, including oversight of any risks and issues arising, and to ensure that all projects produced the required deliverables within the defined quality, time and cost constraints. Lee was the senior point of contact between the Program Owner, Program Board, Portfolio Board and project staff, and was responsible for advocating the Program to secure all Program related resources.Lee was also responsible for implementing the Program Business Case, Procurement Strategy, Change Strategy, and Communications Strategy to guide the program to successful completion.Forward planning for future ferry terminal upgrades to meet DDA compliance requirements was also undertaken as part of the program that Lee managed.

Lee’s role was to act on behalf of Brisbane City Council (Alliance Owner Participant) on the Alliance Management Team (AMT) as the senior client representative for the Geebung Overpass (GO) Alliance in the role of Deputy Alliance Manager. The GO Alliance was formed in October 2012 to expedite delivery of the Brisbane City Council and Queensland State government joint funded Robinson Road Open Level Crossing Replacement Project in the Brisbane north-side suburb of Geebung. The project involved construction of a road overpass and pedestrian bridge that now span across the Queensland Rail corridor removing the dangerous and inefficient at-grade railway crossing previously used by road users and pedestrians. The total project budget was $199M.Lee’s role as the Deputy Alliance Manager was to provide overall leadership, direction, support and advice to the AMT and wider project team to ensure the successful achievement of the Alliance Objectives in accordance with the Alliance Principles. Lee was heavily involved in the formation of the GO Alliance with BMD Constructions (non owner participant contractor), and SMEC Australia (non owner participant designer) to ensure that the alliance objectives and principles aligned with Brisbane City Council’s requirements for successful project delivery. The role that Lee undertook involved management and reporting of scope, time, cost, quality, human resources, communications, risk, and procurement, while also managing a variety of stakeholders from internal council functional and executive managers, to elected representatives at local and state levels of government.

The Project Delivery Manager's role, was accountable to the Operations Manager for the successful delivery and performance of the Energy and Industry projects.

As part of the Queensland Natural Disaster Relief and Recovery Arrangement (NDRRA), MWH undertook the Regional Program Office (RPO) role in the Fitzroy Region for the Transport Network Reconstruction Program (TNRP) in partnership with the Department of Transport and Main Roads (TMR) Queensland. The program involved capital works to reconstruct and restore sections of the state controlled road network that were damaged in the 2010 and 2011 cyclone and flood events that ravaged QLD. Lee’s role as Program Services Manager, was to lead the mobilisation and establishment of the joint TMR/MWH project office in Rockhampton; interview and recruit key staff into the program; co-ordinate and review time/cost progress reporting; guide the development and implementation of management plans, project systems/processes and tools; and to lead, inspire and enable the Services team.

Lee’s role as the Australian Project Accounting Manager was to manage the project accounting team to support the Australian business in relation to project financial management. This included project set up and closure, reviewing project financial forecasting, managing unbilled revenue and accounts receivable accounts, while ensuring that revenue across Australia was recognised in alignment with generally accepted accounting principles (GAAP). In addition to managing and leading the Project Accounting team, Lee was involved in reporting and communicating project financial results to Project Managers, Business Unit Managers, State Managers and the Australian Leadership Team on a regular basis. Lee also delivered Project Financial acumen training to the wider Australian Business to lift the general understanding and awareness of project finances.