Metaphic is a specialised consultancy offering advisory and support services across infrastructure and commercial development sectors.Key areas of focus include:- Program delivery frameworks - Transaction and commercial leadership- Collaborative contracting- High performing team leadership and guidance - Delivery strategy development and implementationSectors covered include:- Water- Healthcare- Power and renewable energy - Transportation - Aviation - Commercial developments

CCC Australia provide a cutting edge to providing timely and accurate costing of Infrastructure developments, along with Domestic and Commercial properties.We use the latest technologies and data to provide accurate and up to date valuations for domestic and commercial insurance needs. Our QS’s also support clients in the infrastructure sector with estimating and pricing, essential for project planning and delivery.

• Enabled up to 20% cost efficiencies for clients across the APAC region, by developing innovative and effective solutions for infrastructure delivery needs.• Established strategic relationships with private equity and regional economic developers for infrastructure investment, including the Asian Development Bank.• Built strong regional executive connections, with contractor and consulting partners, for opportunity identification, development and pursuit across power and transport sectors.• Identified new clients and secured multi-million-dollar aviation, water, and developer projects, with public and private infrastructure owners and investors across the region.• Guided clients in the development of delivery structures, securing long-term framework agreements for project management and advisory services.• Engaged across global centres of excellence to define and enhance business capabilities for program and project delivery throughout APAC.• Developed regional business plan for infrastructure operations, clarifying strategic priorities, purpose, values, model, and vision for success.

• Transformed Sydney Waters' $2.5B Infrastructure program, achieving Sydney Water's most successful Capital Delivery performance on record. With cost efficiency improved by 15%, it became an industry leading, and internationally acknowledged, operation.• Through strategic change leadership I established an innovative “Performance Partnering” framework, with a Key Performance Indicator “yours to lose” foundation, delivering 72% improvement in safety and zero environmental incidents.• Full accountability for developing a high-performance team of 250 staff, with leading staff engagement and 85% satisfaction results, enabling a 3x increase in delivery through streamlined contract allocation, enhanced collaboration, and innovation.• In 2018, the UK Major Projects Association - Global Client Models Study identified the framework as “an exemplar responsive model, which is improving commercial efficiency with customers at the heart of the strategy”.• Following the success of the “performance partnering model”, having recognised the future challenge associated with a trebling of the capital program, I became the architect of, and leader in establishing, Sydney Water's ground-breaking new $10B collaborative infrastructure procurement framework: Partnering for Success (P4S).• Based upon Lean principles, P4S incorporates ICE Project 13 best practice framework and the full suite of NEC4 contracts. Totally aligned with the New South Wales Government's ten-point plan for infrastructure delivery.• By applying global best practice and collaborative contract fundamentals, the award winning P4S model is now established with a fully integrated environment. Over 2000 Sydney Water and supplier staff now partner, to successfully enable Sydney Water achieve its infrastructure delivery and maintenance ambitions over the next decade.

Operationally accountable for identifying and leading the business change required to develop an effective global program management operational framework and business. I led a strategic change initiative to establish regional leadership and delivery teams throughout Hatch’s global operations. A strategic business plan, detailing resource, business system gaps and change initiatives, was developed and implemented. As a result, Hatch won its first ever program delivery engagement in Australia, for Sydney Trains. The global program management framework has enabled Hatch to successfully position for programs throughout North America and South Africa. Developed oversight and assurance approach to improve Eskom’s 45,600MW Capacity Expansion Program PMO.

MWH (now part of Stantec) was an 8,000-strong global engineering and business consulting professional services firm supporting the public infrastructure and defence sectors.Built and maintained the 300 staff Asia Pacific Management Consulting and Program Management business unit as the highest performing group within MWH Globally, generating a EBITA in excess of 30%. Held Board & Executive Steering Committee membership for $1.5Bn+ programs and grew the business by over 100% during the 18months to Sep 2013. A specialisation utilised was my ability to rapidly establish and mobilise new program management offices, program teams and associated business systems. Following the devastating earthquakes in Christchurch, I led the establishment of what is widely recognised as the disaster zones best performing Program Team, the $1.5Bn Vero Insurance Christchurch Earthquake Recovery Program. Due to the expanding scope of works on the Transport Network Recovery Program (TNRP), Department of Transport and Main Roads (DTMR) Queensland, a significant rethink on team organisation and delivery processes was required. I led the change management for the business, resulting in a program able to take on the increased workload whilst maintaining time and cost targets. It also retained an ability to flex and respond as subsequent floods caused increased damage. This was achieved without significant increases to resource levels on the program. The Fitzroy Region was recognised as the No.1 performing program for TNRP. Client Executive Roles:- Board Director, MWH Recovery, Vero Christchurch Earthquake Recovery Program- Program Services Advisor, Fitzroy Region Transport Network Recovery Program- Program Executive for North South Interconnection System Project, SA Water, & Networks Projects South Program, Unitywater

MWH (now part of Stantec) was an 8,000-strong global engineering and business consulting professional services firm supporting the public infrastructure and defence sectors.Senior Manager responsible for bidding, establishing and overseeing major projects and programs within Australia, in particular Alliances. Also supported strategic operations throughout the Asia Pacific region. Accountabilities included corporate risk and governance policy setting, procurement planning and strategic partnership development. Achievements- Established capital delivery strategies and relationship contracting methodologies, including EPCM, for various state, local government and industrial clients.- Provided strategic guidance and governance to Alliance delivery teams.- Practical support and mentoring for Alliance Program Managers and wider management teams within client and internal project teams.Client Executive Roles:- Executive Alliance Leadership Team member on delivery schemes ranging from $500+ million programs to $60+ million dollar projects.- Alliance Leadership Teams: Sydney Water's North Head PARR, Sewerfix & Priority Sewerage Program; Westdale Alliance, Tamworth Regional Council

Operations Director role accountable for developing and ensuring regulatory compliant delivery of the company’s $400m p.a. strategic leakage delivery plan. Responsible for the development and change implementation of strategies to improve the efficiency and effectiveness of leakage activities, including IT systems and processes. This key senior operations management role required a focus on TOTEX (both OPEX and CAPEX) delivery, following development and agreement of regulatory investment plans, at the primary corporate concern: the impact to the company water balance and security of supply water losses. Achievements included:- Established wholistic Leakage Management Strategy and Implementation Plan- Savings in first year of plan were Company’s first leakage reductions for five years.- Companies lowest leakage levels for 7 years, with certain regions lowest for over a decade. - Change Managed Network Operations regional team structures and Best Operating Practices- Increased regional customer leakage team’s productivity by 300%.- Implemented new technologies/ methodologies delivering $4m p.a. OPEX reductions, including mobile field workforce solutions for leakage detection and network operations teams.- Media representation of Company through TV, radio and newspaper interviews.

Led the $1.5Bn London Victorian Mains Replacement Program from conception in 2002 to its position as the largest single element and key deliverable of Thames Water’s AMP4 & AMP5 capital programs.- Developed Ofwat regulatory case and strategic business plan for mains replacement.- Devised & Changed Managed implementation of ‘performance partner’ Alliancing procurement strategy and corporate governance reporting model.- Led the RFP and full selection process for the Program design and delivery suppliers.- Rapidly built 500 personnel strong multi-site and multi-disciplinary program team from internal & external staff plus successfully mentored new Project Managers. - Delivered 250km of distribution network upgrade between Q1 2002 and Q1 2005.- Exceeded industry best practice for H&S performance whilst delivering in complex urban environment of London using industry leading 75% ‘minimal dig techniques’.- Enhanced business relationship with Transport for London, numerous London Boroughs and other utilities (e.g. initiating trench sharing with Transco).

Program Management Leader within the International Carrier Technology R&D branch of the Public Networks Development Division. Program Managed the global design, development and delivery of next generation VoIP and VToA packet telephony programs, incorporating enterprise, trunking and lines access solutions, during aggressive ‘dotcom bubble’ period. - Co-ordinated large, globally dispersed (NA, EMEA, AsiaPAC) virtual project teams.- Delivered multi-billion $ IP Telephony solutions to Telstra, BT, France Telecom.- Introduced program monitoring techniques including critical path analysis.- Change managed implementation of risk management and mitigation techniques.

Responsible for delivery of multiple water engineering and general civil engineering projects. Total project portfolio generally $25m, with projects ranging in value from $25k to $8m. Managed large multi-disciplined Alliance & Traditional Contracting project teams formed from TWUL and contractual staff. Successfully led the $4m relocation of Hampton water treatment works control system whilst maintaining uninterrupted works output to 200,000 customers, including IT vendor RFP and selection.

Full business accountability for a water drilling company with a multi-disciplinary team of 30 expatriate and local staff and key suppliers. Accountabilities included full business Profit and Loss, systems and process implementation, HR and performance management, strategic planning, sales and marketing. Also ensured the safe management of day-to-day operations in a complex commercial and political environment, including the difficult conditions associated with the Niger Delta tropical rainforest region.

Tunneling, embankment failure modelling, London Underground rising groundwater failure modelling