Re-shape Newmont’s financial decision-making and planning systems to deliver sustainable and acceptable returns to shareholders across multiple planning horizons.The CFO team has initiated the development of leading-edge Enterprise Decision Support system (EDS) for capital allocation and a new financial modelling system to improve enterprise decision-making and financial decision-making The financial planning system is to be developed, with key linkages to the Chief Technical Officer resource development, life of mine and 5-year planning systems.

Led project team developing discrete asset strategies for global portfolio, greenfield projects and potential acquisition targets,

Interim CTO leading all technical support functions, supply chain, information technology for global portfolio.

Leading resource development strategy and functional technical support across global sites and projects; Global functional accountability for Resource Modeling, Mine Engineering/Design & Long-term Planning, Geotech/Hydro, Tailings & Water Impoundments, Mining Operations Support Network and Strategic Resource Development.

Leading teams with global functional accountability for Resource Modeling, Mine Engineering/Design & Long-term Planning, Geotech/Hydro, Tailings & Water Impoundments, and Strategic Resource Development.

Implementing a methodical approach to evaluation and characterization of resource development options across the global portfolio.

Accountable for Strategic Planning engagements with various global business units throughout Rio Tinto; outcomes include robust and defensible methodology, tools and inputs, clearly communicated results and recommendations, and engagement with the business to suitably embed the tools and process. The goals of the group are aligned with achieving a significant increase in business value by taking a rigorous analysis approach across the full value chain of our operations, from the resource to the market – this includes production and financial modelling. Recent projects have included: Bauxite & Alumina, Open Pit Thermal Coal, Open Pit & UndergroundCopper, Open Pit & Underground Metallurgical Coal, Open Pit Uranium, Iron Ore. Additionally, there is a significant amount of work associated with education (in the area of orebody knowledge and Strategic Planning), Innovation (geometallurgical development, optimization techniques), Continuous Improvement, review, steering and oversight.

Accountable for organizing and managing successful Strategic Planning Engagements within the Rio Tinto group. Focus is on identifying and communicating sustainable value adding options across the value chain (resource to sales) using optimization techniques and tools.

Evaluation of planning process integration and optimisation processes and tools.

Led site-based production planning team through restructuring period and budgeting process. Initiated redevelopment of group from technical to operational division, while developing new team structure.

Focus on business improvement projects, operational efficiency and standardised reporting.

Managed ERP conversion and implementation for three business units with North America. Core team included ~80 people with a mix of external and internal across various functions within the business.

Various planning and systems roles including: Ore control, short-term planning, medium-term planning, long-term planning, geotechincal engineering, systems development and management.

Various planning roles including: short-term planning, long-term planning, orebody modelling, etc. Developed and implemented new short-term modelling systems.

(shift rotation) Coordinated and managed operations and maintenance crews in large open pit copper operation; traditional copper concentrate to smelter and oxide leach to SXEW.