Lead the development of major projects within Whitehaven Coal's expansion portfolio and develop an in-house Project Management Office capability to ensure consistency of approach with-in the projects and ensure value for money.

Inland Rail - Rail line from Brisbane to Melbourne, Project Value $10BProject Management ♦ Inland Rail ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management► Project Scope: Manage the overall delivery of the upgrade of the 280km railway track and associated works (bridges, drainage, civil works). This includes from concept through FEED, Environmental Impact Statement (EIS) and community engagement, to detailed design, construction and handover to operations (value $1.2B). ► Role/Focus: I am accountable for delivering all aspects of the projects, including community engagement, safety, approvals, engineering, procurement/contracts, scheduling, cost, risk, construction and commissioning against KPIs, applicable standards and best practice project management methodologies. Key Achievements:• Successfully completed the EIS for 2 of the brownfield projects.• Prepared documentation, tendered, negotiated and awarded the detailed design contracts for 2 of the projects.• Involved in the registration of interest (ROI), expression of interest (EOI), Request for Tender (RFT) process and finally negotiation and award of $300M construction contract, as well as assisting in the preparation of all tender documentation.

Roma Compression Phase B, Project Value $200MProject Management ♦ Gas Compression Facility Expansion ♦ Facilities Portfolio ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change Management► Project Scope: Expansion of existing gas compression facility, including 2 x screw compressors, 2 x electric driven centrifugal compressors, 2 x TEGs and associated pipework and HV electrical works.► Role/Focus: I managed all activities from business case through implementation to construction and commissioning, while ensuring the project was delivered safely, on time and budget and met company objectives.► Managed other projects within the Facilities Portfolio, such as the Scotia Compression Facility (managed the business case and contract/procurement strategy) and Elec-Connect (oversaw the installation and commissioning of 3 new large substations).Key Achievements:• I was instrumental in reducing project costs by 25% from concept to agreed financial budget, reducing schedule by 15% and ensuring major overseas equipment was delivered defect free. This was a result of guiding my team to appraise all business processes, to look at risk-based process and not an absolute process, and to identify and implement continuous improvements. • I introduced ‘Game Theory’ to my team to improve their negotiation and dispute resolution skills which reduced the initial claim from $12M down to settle for $1.3M.• I initiated the strategic project management change from using large contractors, to Santos directly managing smaller contractors which reduced interfaces between all parties and led to further reduced risk, schedule and cost. • Involved in several studies from feasibility through to execution, while ensuring business objectives were met.• Actively encouraged innovation from delivery and design teams such as removal of concrete foundation from compressor station based on systems used in Canada.

Phase I Upstream Project, Project Value $5B Project Management ♦ Gas Compression Facilities ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change Management► Project Scope: Construction and commissioning of 3 major gas compression facilities comprising of RO water treatment facilities, screw and centrifugal compressors, gas turbine alternators and switch rooms, 3 administration buildings + 710km of gas/water gathering lines, 30km of steel gas pipelines, 385km of HV overhead power lines, 172 gas wells, 25km of sealed roads, and 2 permanent and 4 temporary camps. ► Role/Focus: I delivered all aspects of the projects, such as safety, approvals, engineering, procurement/contracts, scope, scheduling, cost, quality, risk, reporting, construction, commissioning and resourcing against KPIs, all applicable standards and best practice project management methodologies. Key Achievements:• I was employed to bring the project back on track by focusing the project teams on delivering the project as quickly, efficiently and safely as possible. This was achieved by directly engaging with the EPCM contractor and other contractors to complete the construction phase. Also eliminated any further slippage in schedule or budget increase by changing the team’s culture. • Due to resource constraints and the majority of commissioning engineers having limited experience, I ensured correct procedures were in place and the few experienced engineers on the project were positioned strategically. As a result, the commissioning was successful, and the company gained a new experienced resource pool of graduate commissioning engineers.• Oversaw the Santos commissioning team and contractors directly contracted to Santos to finish off the completion works of $200M, which included civils, pipelines, overhead power correction works.• Pro-actively identified and mitigated key risks to safety, quality, cost and/or schedule delivery.

QGLNG Construction of New Gas Field, Project Value $3B Project Management ♦ New Gas Field Construction ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change Management► Project Scope: Engineering and procurement of 5,000km of HDPE gas gathering lines, 85 km gas steel transmission pipelines, 2,075 wellpad skids, 18 field gas compression facilities, 3 main line gas compression facilities, associated HV switchgear equipment and water infrastructure, including pumping stations and ponds. ► Role/Focus: I was responsible and accountable for all aspects associated with the successful delivery of the project.Key Achievements:• I was engaged to focus the existing project teams on delivering the project as quickly, efficiently and safely as possible and to the agreed client milestones and budgets (which were not being met). I achieved this by reorganising the structure, making managers accountable, setting target dates and changing the culture of the project teams. As a result, the project teams met all agreed milestones and accomplished a reduction in budget due to becoming more efficient in their work processes. • I improved and strengthened the relationship with the client so that additional works were awarded to the project team.• Renegotiated charge out rates for 225 secondees that meant they were retained for another 2 years.• Accomplished a reduction in the amount of rework required in engineering and reduced staff numbers.• Monitored and controlled the quality management process, managed expectations, conducted milestone reviews and causal analysis activities through the project lifecycle to ensure objectives were met.• Advanced financial and commercial management in cost reduction, meeting budgets and increasing profitability.• Successfully managed the interface between 2 interstate engineering offices and Beijing engineering office.

Alpha Coal Mine Project, Project Value $10BProject Management ♦ Open-Cut Coal Mine ♦ Management Plan Development ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change Management► Project Scope: Consolidated various parts of the bankable feasibility study undertaken by other consultants. Developed management plans and contracting/procurement strategy to deliver the scope of works which included 60 Mt open cut mine, 495km heavy gauge railway, 60Mta port facility, 1 permanent and 5 temporary camps.► Role/Focus: Responsible and accountable for all aspects associated with the successful delivery of the project.Key Achievements:• I introduced a more fit for purpose engineering solution so that deliverables could be produced on time and changed the culture of the project team to a goal driven focus on meeting target dates. • Established detailed project execution management plans, procedures, budgets and schedules. • Built a cohesive project team from the resource of the 2 Joint Venture partners.

Project Management ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change Management► Project Scope: Oversaw all projects in QLD, NT, PNG and Pacific Islands.► Role/Focus & Achievements: Led project delivery group of 130 people, including project management, estimating, project controls, procurement/contracts and document control. Provided leadership in project management, procurement, project controls and commercial functional areas, as well as career development of people to optimise the success of the project delivery group. Recruited and developed project delivery team.

Southern Regional Water Pipeline Alliance, Project Value $1.5BProject Management ♦ 120km Water Pipelines ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change Management► Project Scope: Construction and commissioning of 3 separate water pipelines (120km) around Brisbane for drought proofing the city. Also included was 6 pump stations, 3 chemical dosing plants, 4 pre-stressed concrete balancing tanks, 14 micro tunnels. ► Role/Focus: Responsible and accountable for all aspects associated with the successful delivery of the project.Key Achievements:• Managed the successful delivery of engineering using 4 interstate engineering offices and office in Jakarta.• Communicated successfully with local/state governments, as well as 25,000 community stakeholders.• Coordinated multiple teams (3 projects) to deliver complex project scope while working in fast-paced, high-demand, delivery-oriented environment.• Promoted appropriate functional strategies and standardised processes, systems and tools for major projects to ensure ‘repeatable success’ of project delivery and educated teams on how to deploy tools.• Proactively managed the execution of engineering, procurement and construction activities.• Ensured strong contract, commercial and financial management and accurate forecasting of both costs and revenue.• Took corrective action where necessary to maximise the profit margin for the project/company.

Project Management ♦ Auditing ♦ Aircraft Runway Upgrade ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change ManagementKey Projects & Achievements:► Project Scope & Role: I successfully project managed the upgrade of an existing runway and new hard standing areas for a next generation transport aircraft. This included developing detailed schedule, aircraft traffic management plans and method statements, together with facilitation of risk workshops and update schedule and risk register throughout the project.► Project Scope & Role: I undertook various audits to ensure projects were following company procedures and the contractual terms and provided guidance on rectifying and/or improving the outcome of the projects.

Project Management ♦ Oil Sands Facility ♦ Capital Cost Reduction Programme ♦ Stakeholder Engagement ♦ Project & Team Leadership ♦ Beginning to End Project Delivery ♦ Risk Management ♦ Change ManagementKey Projects & Achievements:► Project Scope & Role: Worked closely with Shell Canada Project Team to assist them in delivering their $2B Oil Sand Facility which was over budget and schedule. I also set up procedures to capture costs in major insurance claim. ► Project Scope & Role: I reviewed all capital cost projects planned for the next 2 years and developed a cost benefit analysis so that management could prioritise the projects that offered best value for money and rate of return.