Support the critical Novus Projects that are fueling Tomorrow.

Consulting on opportunities in the Resources Sector

Project Manage the safe restart of Hides GTE Gas Plant in Hela Province Papua New Guines

Providing support services to Energy and Resources companies. Sales and support for Honghua International - Drilling Rig, Seismic and surface engineering projects.

Provide Technical Expertise to support the AGL Internal Auditors conduct a significant Asset Management Audit and Asset Maintenance Audit of 3 of the Larger AGL Power Generation Sites. Work was completed both on and off site.

Optimal Well ProgramAssisting Origin Energy to improve their go-forward plans for CSG Development. We aim to design the Optimal Well and Production System.

Project Skul aims to deliver new and quality used educational resources to schools across rural areas of Papua New Guinea, so that students have access to the necessary tools to participate actively in quality education. The resources we deliver are also aimed at encouraging and empowering educators to confidently deliver a variety of measurable lessons and outcomes. Resources provided to schools include desks & chairs, whiteboards, bookshelves, reading & texts books, stationery and teaching resources.

Providing Technical support and direction for Intelligas on their various products that include a, Infield and Well Head compression systems, improved designs for gas gathering systems, smart gas lift system for Conventional and Unconventional Oil and Gas production systems.

Managing Maintenance and Engineering for HAES Assets.

Responsible for Integrity and Maintenance of all Oil Search Operating Assets

Responsible for all OSL PNG Oil and Gas Production (5 sites) Managing all Process and Personnel Safety Overseeing Production and Maintenance Teams (approx. 500 personnel)

Managing: 9 Camps for over 2000 people; all Environmental Management; Health Services including 5 Medical Centres; Security teams for 7 locations; Aviation including 5 Air support bases; numerous Landowner Companies

Lead major “Maintenance Change” to reverse a trend of reducing plant availability & increasing costs Achievements: Production Loss reporting and Root Cause Analysis processes have been implemented and this model has now been adopted by Production Teams resulting in a significant reduction in “repeat failure” events.  A major turnaround has been achieved in compliance with Vessel Inspection and PSV as well as CFT testing with an expected result of 0 overdue at end of 2010. This is a significant result based on the poor state this was in when I commenced in late 2009. Initiatives such as “Clean Up My Act” (based on one of the techniques in Lean Manufacturing) and Tool Management processes as well as a number of others have been implemented. Implemented a Graduate recruitment and training program in Maintenance and recruited 8 Grads.

Manage Production and Maintenance Teams for 250,000 tpa Copper Flotation Copper Concentrator.Metallurgical improvements and troubleshootingTeam DevelopmentLao National Training ProgramsProduction and Financial Budgeting

No Safety breaches or near misses in the 8 Shutdowns as Manager. Mentoring all maintenance personnel -resulted in work teams fully understanding the safety aspects of a task. With most of the Laos national workforce being new to the mining environment continuous focus and effort is required.Successfully recruit a team of people for fixed and mobile maintenance totaling 15 expats & 280 CitizensSet up, for mobilize and commence an owner mining fleet of 23 x 777D Cat trucks, 2 x O&K RH40 Excavators, 2 RH90 face shovels and support equipment. Use of advanced technology with real time remote 24 hour monitoring of fleet maintenance performance by our own asian engineers in a joint Production/Maintenance Control Room.Manage the Implementation of a computerised Maintenance Management System (Pronto) Involved in detail of the Design Optimisation and improvement work using 3D modelling techniques for a 220,0000tpa Copper/Gold concentrator  Introduced basic process control charting and improved scheduling of operations and successfully improved gold production and process stability by over 25% through this. Managed the Copper Flotation Metalurgical Process Ops Department stablising & systemising processes  Mentored the team to develop and successfully implemented a plant reliability analysis system. This included full tracking system from failure (daily reviews) to identification of the root causes and the actions required to resolve future failures. With this system in place the low Mean Time Between Failure (MTBF) experienced by the plant since commissioning was increased from 15 hours to approximately 100 hours and increasing. Major successes from this system included: 1. Removal of continual HV faults on Mill restarts, 2. Removal of control logic failures due to electrical connections, 3. Removal of lubrication trips on mills.PM Compliance & scheduled work completion steadily increased to +95% PM completion and 87% scheduled task completion.

Major Improving Performance project with detailed activities including: Operate for Reliability, Hydrocarbon Management, Planning Systems, Strategy Development. Oversaw the Improving Performance Project at Hunter Valley Operations

Role involved all aspects of strategic maintenance improvement within a global mining company. It included a major Improving Performance project with detailed activities including: Operate for Reliability, Hydrocarbon Management, Planning Systems, Strategy Development.  Liaised with 7 Coal mining sites (4 in Qld and 3 in NSW) as well as some site in the US and Western Australia on specific projects deemed important by the sites as well as being involved in a team developing a Maintenance Improvement Strategy for all sites. Some specific projects have been: Quality of Repair – Development of an audit tool for suppliers of repair services Equipment Maintenance Strategy Development – preparing a model for developing strategies for equipment that can easily be used on other sites. Maintenance Business Planning Documents – development of a proforma for presenting annual planning information that can be used by maintenance people Maintenance Performance Assessments – Audited 3 sites Asset Audits – Project Managed a comprehensive audit of all Hunter valley Coal Load Point equipment Tyre Management –Tyre crisis for HME equipment I liaised with all sites with regard to tyre life improvement

Plant Services includes all Material Handling Equipment (Ship unloading and Loading, all Conveying and Coal Handling) and 2 Coal Fired Boilers along with 2 Fluid Bed Calciners. Recruitment of the Services Reliability Team Implement a Site Spares Selection Process Strategy Development for the Services Area Select Tooling and Equipment for Plant Maintenance Prepare for Plant Commissioning

Demonstration Plant Gladstone To maintain the plant in a safe state and to ready the plant for operational training requirements.Stanwell Magnesium Plant (SMP)  Development and implementation of a Maintenance Strategy suitable to commission and ramp the plant up to design throughput. Design and implement maintenance systems and procedures for SMP. Ensure safety systems of work are implemented Ensure operability and maintainability reviews are conducted, Hazops and design reviews are attended and outcomes are in the best interests of the long term operation of SMP. Prepare detailed implementation plans and budgets for Maintenance Organisation, Workshops, tooling, equipment and maintenance infrastructure.

Duties: 3 main areas under my control. Maintenance Contractor Management Preparation, Management and Admin of contracts to value of $35million p.a. Contractor Safety Management Management of a local indigenous contract groupShutdown Management Management of major shutdowns. Managed a 100,000 manhour, AUD$22 million shutdown in Sept 2001 Safety - Excellent performance on Shutdowns - 0 x LTI’s, 0 x MTI’sMaintenance Systems Control and Development.  Maintenance member of a review team involved in the selection of an appropriate management information system for Anaconda. Driving a maintenance systems and plant reliability improvement program on site.  Acting Engineering and Maintenance Manager for 4 months Budget preparation & cost control for department with annual expenditure of over $90million pa. Maintenance Systems expert user Acting Warehouse Superintendent for 2.5 months whilst a permanent appointment made.

Managed Contracts to a Value of $45.0m Managed a Major Indigenous Contractor developing their capabilities and expanding their resource base on site

I was responsible for overseeing of the mechanical maintenance on site  Large Gold process plant - 600,000 oz.p.a. Pressure Leach Oxidation process with 3 O2 Sparged Autoclaves and a 1300 tpd O2 Plant. Assist in early stages of NOSA Safety System implementation Oversee maintenance and maintenance planning for all process plant.  Training and development of fully National trades workforce.  Maintenance section comprised a workforce of 4 Expat Supervisors and 100 Trades and semi-skilled National Employees. Set up Maintenance Management Systems for the Process Plant. This was done using MIMS Information Management Systems - Version 3.013. Started 6mths prior to plant commissioning Implement Spare Parts analysis and prioritisation systems Prepare all PM Tasks and set-up scheduling Implement condition monitoring systems-Oil; Vib Analysis, SPM Monitoring, Thermography Recruitment & Training of National Tradesmen, Planners, Clerks and Condition Monitoring Techs Oversee and prepare shutdown plans and schedules using CPM  Liasing with equipment vendors ensuring warranty obligations are adhered to. Work on specific plant failure projects ensuring equipment modified &/or repaired to requirements

Pressure Oxidation Process - Large Gold process plant - 1,000,000 oz.p.a. Crushers, Ball and Sag Mills, Lime kilns, Screening and flotation equipment, Oxygen and Autoclave Plant, Boilers and other ancillary plant Budgeting for all Maint Depart - Maintenance workforce of 650 people Co-Ord of Planning Systems across maint sections. Underground, Opencut and Process Plant as well as Mobile Plant. Re-Implementation of IMS Maintracker Shutdown Scheduling also involved in some Mobile Plant including Cat 777, 789 Trucks, U/G Haulers, O&K Shovels, Drills, Dosers and ancillary plant. Supervising and training of 11 National and Expat Planners/Data Clerks.