Reporting to the CEO I had accountability for Vendor management and workshop quality, warranty, reliability, health, safety and environment, asset management, facility management, supply chain including warehousing and logistics, procurement, engineering, planning and operations support. Key duties included: • Manage safety performance, statutory compliance and risk management strategies• Develop and implement strategic plans to optimise supply chain warehousing and logistics operations• Manage financial performance – budgets (opex & capex), inputs into COGS, team resources.• Build and maintain strong relationships with key stakeholders, including customers and vendors• Drive service delivery transformation, innovation, and improvement initiatives• Manage workforce strategies and asset planning to integrate with strategic, operational and commercial priorities • Identify and asses merger, acquisition and equity partnership opportunities• Manage facility performance and optimisation

Reporting to the Managing Director my key duties included:• Establish operating procedures and processes• Overseeing the budgeting and forecasting for the group• Supporting the overall group strategy - develop and implement commercial strategies• Drive new business opportunities and partnerships• Improving management reporting and key performance metrics

Reporting to the EGM Assets, I had accountability to lead and manage the Asset Operations Support function within Global Assets, specifically in the areas of Estimating, Engineering and Technical Support, Fleet Strategy and Procurement, Operations Governance (including safety), Planning & Warehousing Operations, and deliver consistent application of related Thiess Processes, Procedures and Systems. Within these areas I was also responsible for the Global CAPEX Budgets for Fleet Replacements (~$400M), Major Repairs and Components (~$350M), the Global OTR Tyre Budget (~$120M) and Inventory Management, Strategic Tyre Procurement and Allocation strategies, Fleet Reliability and Group Disposals. A key element to these budgets was seeking value for money in all commercial transactions and negotiations. Another primary focus was developing mitigation strategies for technical and commercial underperformance including supporting global operations to focus on utilisation of assets to improve ROCE without impacting key operational drivers.Other key accountabilities included, Fleet Component and Maintenance Strategies, the Management of Change Process, Asset Tendering inputs for new work, Global Long-Term Planning, Short Term Planning Strategy and Training, and Operational Readiness support. I also lead the facilitation of Continuous Improvement and Sustainability Initiatives (including emission reduction projects), all Asset associated Systems Governance and support.I also developed and promoted the Assets Digital Roadmap, providing advice to the executive relating to the planning and efficient delivery of the modernisation and implementation of a contemporary digital platform. I was also accountable for the Global Assets Team learning and development, succession planning and coaching, the Graduate Engineering Program and Apprentice Training.

Reporting to the GM Assets, my role was accountable to lead the global planning and operations support team which included: asset administration, loading & drills, haulage & tyres, operations governance (including safety and apprentice training) and planning teams with a key focus on standardising processes and procedures that imbedded these functions and activities at our projects, and accelerating digital technologies to support our mission.Also responsible for the global audits on “safety essentials” – heights, isolation, lifting and tyres, adoption and standardised execution within the assets CMMS, and establishing a standardised approach for asset component long-term planning with all our major OEM’s (Original Equipment Manufacturer) to guarantee supply, enabling more accurate demand and budget forecasts.My remit also included leading subject matter experts who provided specialist support for asset underperformance, operational readiness, incident investigations, facility design and management, tooling selection, management of change, risk assessments and the learning and development strategies for the Apprentice Program. A key achievement was initiating and leading the transition of Warehousing Operations from Supply Chain to Assets to streamline maintenance planning and forward ordering, parts and component staging and effectively balancing the competing goals of holding the greatest possible levels of inventory to mitigate risks with the commercial reality that inventory is a significant working capital investment.

I was accountable for the Thiess Australian Mining Fixed and Mobile Assets Planning, Reliability and Safety Teams. My planning responsibilities included all major component planning, BOM management for services and components, training of maintenance planners, systems and tools ownership/governance, and OEM/strategic supplier relationships. Accountable for the management of the Mackay Office and Warehouse Facility, controlling the receiving, storage, issuing and administrative functions for breakdown component stock, planned component stock and critical tooling.I lead the introduction of a system-based planning tool with capacity planning which enabled the financial inputs for the global component budget and improved planned v unplanned maintenance KPI’sI lead the establishment of the Australian Mining Asset Reliability Team and associated formulars and KPI's to monitor and improve fleet performance, create user friendly data and establish predictive maintenance capability to reduce whole of life asset costs.Asset Safety included managing a small team of Asset Content Experts (ex-Maintenance Managers) responsible for auditing our operational sites and projects to ensure compliance to policies, procedures and systems. They also provided specialist support for operational readiness, incident investigations, facility design and management, tooling selection, management of change, risk assessments and lead the learning and development strategies for the Apprentice Program

Brisbane Head Office role responsible for all Thiess Fixed and Mobile Mining Asset Component and Maintenance Strategies, standardisation of Maintenance Planning procedures, learning and capability development, and CMMS governance for Thiess Australian Mining. I was responsible for the strategic migration of the Leighton Contractors Mining fleet into the Thiess Mining business. Primary task was ensuring successful adoption of the Thiess CMMS and accurate transfer of historical data and updating component and maintenance strategies to align with the Thiess fleet. This process also included developing transition and training plans for incoming maintenance personnel as part of the merger.I lead the introduction of standardised BOM's for servicing and scheduled major component intervals to improve cost control, streamline inventory management and minimise waste.

Brisbane Head Office role responsible for all Thiess Fixed and Mobile Mining Asset Component and Maintenance Strategies. My role also included managing central long term planning, standardisation of Maintenance Planning procedures and training, learning and development strategies to build organisation capability, and CMMS governance and development within Thiess Australian Mining

Brisbane Head Office role responsible for all Thiess Fixed and Mobile Mining Asset Component and Maintenance Strategies. Also included standardisation of Maintenance Planning procedures and training, learning and development strategies to build organisation capability, and CMMS governance and development within Thiess Australian MiningI established the central long term planning Team responsible for all major component planning for Australian Mining projects and lead the management of change process to implement.

Brisbane Head Office role responsible for the standardisation of all Thiess Fixed and Mobile Mining Asset Component and Maintenance Strategies.I worked closely with senior managers to design and develop internal asset management business strategies and capability.

South Walker Creek Mine Senior Leadership role accountable for all maintenance personnel and the safe execution of all asset maintenance activity on fixed and mobile assets within allocated budgets and KPI targets. Lead and manage all maintenance execution, planning, reliability and warehouse operations teams.Responsible for all major shutdowns, planned component changes and offsite repairs. Mining equipment included a 8050 Marion Dragline, 7 primary Hydraulic Excavators ranging from 250T to 650T, 40 OHT's ,17 dozers and numerous ancil and support equipment.

Responsible for all Thiess QLD Civil and Infrastructure asset management and maintenance on the mobile earthmoving fleet (surface and underground), ancillary and support equipment for multi million dollar construction projects - high rise building, dam, road and tunnelling.

Leadership role within the Trakstar Aliiance (Thiess, QR, Aurecon and AECOM) accountable for all asset management and maintenance on the mobile earthmoving fleet and specialised rail equipment.Liaise with JV Partners to develop necessary business cases required to procure additional owned and rental fleet within budget allowances to support project scope.The rail infrastructure projects included: 1) The $225M Caboolture to Beerburrum Track Duplication - 14.7km, 6 bridges, 25 culverts, numerous retaining walls and station buildings.2) The $260M Corinda to Darra Rail Upgrade - 6.5km, augmentation of 2 bridges under traffic, design and construction of 2 new brides and numerous major retaining walls3) The $277M Robina to Varsity Lakes Rail Extension - 4.2km, 3 bridges, 300m long cut and cover tunnel, numerous retaining walls and station buildings

South Walker Creek Mine Senior Leadership role accountable for all maintenance personnel and the safe execution of all asset maintenance activity on fixed and mobile assets within allocated budgets and KPI's targets. Lead and manage all maintenance execution, planning, reliability and warehouse operations teams.Responsible for all major shutdowns, planned component changes and offsite repairs. Mining equipment included a 8050 Marion Dragline, 7 primary Hydraulic Excavators ranging from 250T to 650T, 40 OHT's ,17 dozers and numerous ancil and support equipment.

South Walker Creek Mine Leadership role, with the responsibility of leading a team of mixed trades’ people and apprentices, comprising of employees, embedded and adhoc contractors to complete quality work, as per the maintenance schedule. Key focus was ensuring thorough task instruction was given to coal mine workers in line with the site health and management system, while complying to procedures and relevant Regs and Acts.

Lead teams of qualified tradespeople and apprentices on planned and unplanned maintenance, repairs and servicing of a variety of surface mining & heavy earthmoving equipment at the Burton Coal Project in Central QLD.Fleet included 600t hydraulic excavators and 240t Off Highway Trucks.

Mobile Field Service Technician responsible for delivery, troubleshooting, testing, and repair of Caterpillar Mining, Power Generation, Marine, Industrial, Quarrying and Construction products in Central QLD.Gained an in-depth understanding of service department operations, customer centric strategies, warranty guidelines and processes.

Undertake and successfully execute all required competencies to achieve Engineering Tradesperson - Mechanical Trade Certificate.Apprentice of the Year - 1992.