Responsible for a highly dedicated team to deliver HSEQ and Compliance for the service delivery and supporting Facility Management for Housing NSW maintenance, repairs, upgrades and building works for Residential Housing.

Time out to finalise house renovations; and assist sons set up Building Construction and Renovation Businesses .

Onsite's scope of National Operations is predominantly an asset management and hire business that supplies plant/equipment to the Infrastructure, Construction, Mining, and Manufacturing industry sectors. Reporting to the CEO, responsibilities and accountability is focused on P&L performance for Onsite's NSW, VIC and South Australian Operations. The scope of direct reports includes the general management of Operations, Asset Service/Maintenance and Sales. During this term of employment I was responsible for the development, Implementation, Compliance and Continuous Improvement of Onsite's Integrated Management Systems to meet the requirements of ISO9001, ISO14001, ISO 45001. The Design, implementation and continuous monitoring of KPI's and strategic corrective action / improvement initiatives is a significant component of the role, along with KPI reporting. The strategic focus ensures flexibility in applying Onsite's management systems across diverse operations; that has been facilitated via the implementation of policy / procedural alignment with business processes (functional alignment).

RCR’s core business as a principal contractor was focused on Infrastructure (including Solar Farms), Construction, Mining, and Manufacturing industry sectors. The role included "hands on" participation and facilitation within project control groups; steering committees; development and delivery of training programs; internal and external audits; risk assessment committees, business process auditing (includes report writing & recommendations) and continual improvement working groups. The primary objective was business improvement with particular focus on the design and implementation of a National Management System that had an integrated management system framework to eliminate duplication and streamline business processes for all functions of the business.The scope of system development, training and improvement extended across all business functions to ensure compliance to various regulations, codes of practice and standards, including AS/NZS4801 (OHS); IS09001 (QMS); ISO 14001 (EMS); NGER (Environment Reporting) and Federal Safety Commission Accreditation.

Accountability and responsibility included the development and coordination of implementation strategies to establish formal business processes and reporting flows across all projects including internal operating requirements and subcontractor project execution deliverables. The objective was to ensure compliance from EOI, Tendering, Mobilisation, Project Execution, Practical Completion and Defects Liability periods. In some circumstances, system compliance extended through to after sales services.From an operational perspective, the role included "hands on" participation within project control groups; Board appointed steering committees; development and delivery of training programs; internal and external audits; risk assessment committees, business process auditing (includes report writing & recommendations) and continual improvement working groups. The "Strategic Projects" function of the role included direct P&L responsibility for the Design and Drafting (Eng) Service Division that provided internal services to business units and associated contracts / projects (I was a Director of this offshore entity). Supported by state based WHS, ENV & QA Managers, responsibility extended across all business process functional requirements and state/regional based projects to ensure compliance to various regulations, codes of practise and standards. This included ongoing compliance to AS/NZS4801 (OHS); IS09001 (QMS) and ISO 14001 (EMS).

The scope of Nomad’s business included the Design, Construct and Installation of modular buildings, including associated civil works. The Customer base was Private, Commercial and Government contracts (executed under government GC21 contracts).Responsibilities included full accountability for the P&L and all business processes that encompasses; Tendering, Design, HR/IR, Fabrication, Manufacturing, Installations, Site Works, Coordination of Regulatory requirements, Management of Costs with an objective of meeting financial targets, business process mapping and design & implementation of integrated management systems that comply with ISO 9001, AS/NZS 4801 & ISO 14001. The role involved complete business process re-engineering and management system development that resulted in resource and project management efficiency.

Scope of Operations: Design, Manufacture and Install of Conveyor / Loader systems.Responsibilities included full P&L responsibility; preparation of budgets, supply chain management, administration, regulatory and statutory compliance, industrial engineering and the development / implementation of management systems (including the management of associated 3rd party accreditation). Supply chain initiatives included off shore negotiation and supply of sub-assemblies at a reduced cost.Management system flexibility was incorporated as necessary to meet the contract specific nature of various project scopes and project execution models (ISO 9001- QMS, AS/NZS 4801- OHS & ISO 14001- EMS) whilst maintaining synergies that would provide cross functional and inter-business unit protocols for the purpose of formal and consistent reporting.The supply chain included a significant number of mining operations where conveyor systems and structures was necessary to support coal mining and ship loading. A hand on approach to design resulted in Continental Conveyors being among the leading suppliers of the quiet roller (idler assembly) that consisted of poly housings and aluminium rollers.

Scope of Operations: Mining, Building products & Furnace cured Refractory Products.The company engaged my services to establish and position the organisation for sale and/or the sale of assets. The process of establishing the company as a going concern was the development and documenting of all business systems and position the company owned property for residential development. I successfully negotiated the sale of assets to one of the company's main competitors. The process required sound negotiation and management of unions and interested parties (CFMEU & AMWU).Responsibilities included full autonomy reporting to an interstate Board of Directors (owners); full P&L responsibility, preparation of board reports, preparation of budgets; management of sales / finance / manufacturing and the development and implementation of integrated management systems in accordance with the HSEQ requirements of IS09001 - QMS, ISO 14001-EMS and AS/NZS 4801- OHS. The management of the company's supply chain included the importation of certain raw materials.

Reporting to the CEO this role was heavily focused on increasing ROS by managing resource based service delivery & product related compliance auditing. Responsibilities included; P&L, budgets, resource planning, management systems, technical training, JASANZ compliance and debtor control.The role included resource management and international service delivery of auditors engaged to assess both system and product conformity in meeting technically based product standards. Technical Product Standards (included pre-requisite compliance auditing of systems in accordance with the requirements of IS09001 - QMS, IS014001-EMS and AS/NZS 4801 - OHS). During this assignment I remained a project leader for the International Standards Organisation (ISO) responsible for the development of the IS09001 transition standards. The mandate included a requirement to present at various seminars addressing the requirements of implementing integrated management systems within the construction/building/manufacturing and related industries.

Accountability and responsibility included the integration of business process systems on an international basis covering a scope that covered the Leighton group incorporating subsidiary companies; Leighton Contractors, Thiess Contractors, Welded Mesh, Multicon and Leighton Asia. The role required effective communication and a sound working relationship at all levels of the organisation and required a direct relationship with the CEO, MD, Director, Operational Executives, direct labour / subcontractors. The corporate system role included accountability for the business improvement process and integration of IS09001-QMS, ISO 14001- EMS and AS/NZS 4801- OHS System implementation. An important function of the role was to facilitate partner participation and contributions in establishing appropriate joint venture systems that enabled a level of autonomy and flexibility amongst individual operating companies / divisions.