Liam Tobin Email & Phone Number

Bardon, Qld, Au

Transforming business and operational performance through improving their leadership, culture, strategy, systems and technology performance. Clients include Global Resources, Australian Energy, Utilities, Technology, Infrastructure and Manufacturing companies. Specific work includes: • Leading transformation and change management, as well as technology improvement at a government owned utility, including innovation improvement and implementing integrated operations, maintenance and project organisations, as part of the newly established partnership agreement.• At Australian water utility organisations, providing expert advice in organisational design, business transformation, change management and technical innovation.• Operations performance transformation for a global resources company – cultural transformation (creating a collaborative and agile performance culture), technology enhancement, digitisation and an integrated (business) improvement program to double production capability.• Strategic planning, tender development and business systems development for a major oil industry contract ($AUD 7B)• Interim Chief Executive Officer of an engineering, fabrication and construction company doubling order book and implementing major business systems improvement ready for potential sale.• Strategic planning, market development and technology enhancement for a major engineering and maintenance services organisation.• Strategic planning, marketing strategy and operations readiness development for waste to energy company - developing new technology into commercial operation.• Leadership development and transformational change management for an industrial process improvement technology company servicing Tier 1 and 2 Australian resource companies.• Strategic planning and marketing, as well as leadership support, for a global technology (hardware and software) provider to successfully enter the Australian water industry market.

Ipswich, Queensland, Au

Government Utility delivering potable, manufactured and irrigation water, to South-East QLD. Effectivelly Chief Operating Officer, accountable for 450 people, $AUD 11 billion of assets, and $AUD 150 million operating budget. Key achievements:• Successful integration of a diverse range (25) of organisations and teams into an effective and efficient operations organisation team. Coaching and development of operations senior leadership to perform their full leadership roles.• Integrated planning processes - strategic to short interval control – employing innovative approaches to achieve the business goals (for the first time).• Vastly improved Operations culture, (employee engagement and alignment), through leadership, systems development, behavioural safety and process risk management. Performance moved from lowest 10% to top 25% within two years on surveys based against industry benchmarks. • Significant (30%) improvement to production process performance with reduced costs, through process stabilisation, enhanced supporting systems, innovative technology implementation and process engineering/optimisation. • Implemented a new maintenance management organisation and systems (on a digital platform). The strategy and implementation included an insourced collaborative maintenance contract, modern maintenance management system processes and introduction of IoT, resulting in better maintenance strategies, improved planning, team effectiveness and efficiency, accurate asset information and reliability improvement focus, resulting in improved plant reliability, operations performance and reduced overall costs.• Built positive community and customer relationships through direct engagement and use of smart media applications with clients, irrigators and the community as well as refocussing the operational leadership team on these stakeholders and their requirements.• Designed and implemented renewable and innovative energy sources for improved business performance.

Resources and energy company, 16 BB of oil. AUD$ 1 billion on R&D and commercialisation of technology to produce transport fuels. As Chief Operating Officer worked with board, government and community stakeholders, accountable for 200 personnel and same contractors across business strategy, exploration, planning, marketing, operations and project development. Achievements:• Government approval for the world’s first integrated shale to transport fuels plant (state and federal government). • Project Director for construction, commissioning, and operation of new plant (AUD$200 million) to excellent safety, production and social licence outcomes, which led to positive revisions of the QLD Government policy on oil shale extraction and refining.• Integrated solutions/value chain improvement - lowered opex by 50% and capex by 30%.• Strategic and marketing plans for new fuels, successful product testing and certification with world regulatory bodies.• Business and project plans, investment and financing cases for AUD$1.5 billion and AUD$7 billion projects. Business, economic and scenario modelling for financial and strategic partnerships.• Investment and business cases, finance strategies and plans for attraction of capital investment. Worked closely with potential partners (Asian, European and North American companies) in data rooms and negotiations.• Led exploration and development of coal seam gas operations (lease tender, exploration, resource modelling and reserve estimation), as well as negotiating gas supply arrangements.• Obtained supportive and productive political (State and Federal government) and social licence.• Developed innovative solutions (renewable energy sourcing – solar, heat storage and algal biofuel, recycling energy streams, advanced process efficiency measures, reducing total cost and carbon footprint of the project.• Worked with Board, CEO role as required, alternative Director with the QLD Resources Council.

Caltex Australia’s Lytton Refinery (AUD$5 billion in assets, 750 Caltex personnel) produces over 60% of Qld’s fuel requirements. As Refinery Manager accountable for safety, operational, cost/profit, and capital performance for the business: Key achievements included:• Improved business performance -record lost time injury rate (90% reduction over three years) and plant utilisation (75% to 94%) production performance and moving profitability from marginal to generating $250 million per annum. These outcomes were achieved on the basis of successful implementation of behavioural safety and risk management strategies, strategic plant renewal and maintenance management improvement strategies.• Delivered innovative process improvement and optimisation programs, plant survival strategies, improved business supply, process recycling and integration, based on team engagement delivering innovative solutions, reduced cost and increased revenue (AUD$250 million profit improvement p.a.).• Implemented business transformation and integrated solutions initiatives creating productive workplace arrangements and relationships.• Developed and led Leadership and Working Together training programs for 750 personnel.• Chevron global refining leadership team. Performed reviews of major projects and operations. Reviewed performance and improvement opportunities - operations, technology, safety, environment, production, reliability, cost, capital performance and leadership performance globally.• Decision Review Executive for major company capital investments - Clean Fuels ($AUD 500M) and Hydro-treater ($AUD 300M) projects. Accountable for refinery capital portfolio ($AUD 60 million p.a.).• Developed positive government and regulator relationships, re-structured operational and environmental licences, supply arrangements and improved business performance.• Implemented major change management programs to position Caltex Lytton for new market and regulatory requirements.

Led Maintenance and Engineering teams (150 personnel, $50 million operating budget and $AUD 60 million capital budget p.a.), including site Alliance organisations at Caltex Lytton Refinery. Also, led corporate improvement project work across Caltex Australia. Key achievements:• Significant reduction in injuries and incidents through safety culture change.• Led Caltex organisation-wide Business Improvement program, delivering $45 million pa improvement to Caltex’ net profit performance.• Cultural and performance change across the maintenance, reliability and engineering functions (significant improvement in mechanical availability, utilisation and plant turnaround performance).• Led implementation of Major Hazardous Facility (particularly risk management) requirements for the refinery, including negotiation and management with government authorities.

A national manufacturing and sales company. Accountable for seven manufacturing plants (approximately 400 personnel) across Australia. Key achievements:• Improved safety performance through safety systems redesign, leadership and cultural change.• Organisational restructure and cultural change to support two national products launches, including re-equipping of all manufacturing facilities.• Developed new leadership programs and trained business leaders through the organisation.

Norman Gardens, Queensland, Au

Key accountabilities: Head of the School of Industrial Ecology and Built Environment, management of the Gladstone Engineering Centre, Environment Management Centre, and Process Engineering and Light Metals Manufacturing Centre, as well as business development, research commercialisation, strategic planning and marketing of the Engineering Faculty. Key achievements:• Awarded the inaugural Australian Business and Higher Education Roundtable Award for collaboration between industry, government and academic organisations.• Significantly increased revenue generation through commercialisation of research and consultancy, and secured significant Federal and QLD government and industry funding for infrastructure and programme development.• Established productive partnerships and JVs with CSIRO, UNSW, Austmine, Murdoch University and QLD TAFE, as well as alliances with MIT, Manchester University, Greenwich University and Nanyang University. These resulted in constructive research and consultation programmes between CQU, and an Industrial Ecosystem regional partnership between industry, CQU and the community.• Developed and led industry consultation in process modelling optimisation, maintenance management, and environmental improvement in major mining and processing industries.• Established the CQU Process Engineering and Light Metals team and facilities. Focussed research commercialisation and process improvement in the metals and mineral processing industries. • Developed new postgraduate programs and lectured in leadership, project management, process engineering, maintenance management and environmental management.

At Australia’s largest aluminium smelter, Operations Manager (accountable for safety, production and cost performance) for Manufacturing plant, producing anodes and materials for aluminium smelting. Key achievements included:• Implementation of cultural change, maintenance and process performance programs, resulting in vastly improved safety and operational performance, waste recovery and reuse initiatives.• A strategic program that improved plant performance from well below design capacity to exceeding capacity by 35%, achieved in parallel with a major (AUD$ 1.4 billion) plant expansion.• Implemented process improvement and maintenance strategies that shifted plant from under performance to exceeding market requirements and reducing future capital requirements• Developed and led leadership and Working Together training of all Plant team members.

As Manager – Engineering and Technical Services, responsible for project management, engineering, environment management, laboratory, central maintenance and trade training. Key achievements:• Developed project management and engineering systems and improved capital projects delivery.• Implemented new site environmental licence and performed environmental audits across a number of CRA industrial sites for reporting to the CRA Board.• Performed maintenance and leadership audits across Comalco operating sites.• Led research and development programs, including design and build of new technology facilities such as processing intractable smelter waste and fuel substitution programs.

Accountable for award of a large contract (AUD$400 million in 2020 dollars) to design, engineer and refurbish trains for the London Underground Limited. Key achievements:• Formulated and successfully negotiated contract bid (lifting company annual revenue by 150%).• Negotiated and managed finance, partnering, joint venture and subcontractor arrangements. Established supply, transport and specialist work contracts.• Managed engineering design, construction, build of project workshops, facilities and the integrated manufacturing process into full production. .

An international equipment manufacturer and supplier, responsible for product management and market development for drilling equipment products. Key achievements: • Created the business plan and implemented the distribution agreements and contracts for the Canadian and US markets.• Led new product development and testing programmes in Europe and North America.• Reviewed and recommended business improvement arrangements for distribution companies in Europe.

Projects (Geotechnical and Explosives) Engineer, Section Engineer – Copper; Shift-leader - Underground Development, Scheduling/Planning Engineer and contract miner at Mount Isa Mines.

Company Directors Course

Master Of Business Administration (Mba), Business Administration And Management, General

Mine Manager'S Certificate Of Competency

Bachelor Of Engineering (Beng), Mining

Hsc, High School