MICO Consulting is my 2015 re-established consultancy that I used several years back before returning to the larger “brand name” businesses discussed below. Through MICO, that recent hands-on practical delivery experience on varied major projects and disciplines will be deployed and combined with my formal training in portfolio and program management. This capability is offered :• To the advantage of either government or private business entities, • For short or medium term placements; and• Anywhere globally.Most recently since May 2016, I've been primarily working with Jacobs in civil design lead roles on major transport projects such as:• Jacobs/KBR DJV for Lend Lease on Brisbane's iconic riverside upgrade of Kingsford Smith Drive for Brisbane City Council (May2016 to October 2016)• Arup/Jacobs DJV for Fulton Hogan Seymour White on Bruce Highway Upgrade: Caloundra to Sunshine Motorway involving Australasia's first diverging diamond interchange (November 2015 to November 2017)• Aurecon/Jacobs DJV for CPB on West Gate Tunnel: M80 Interchange initial works (December 2017 to April 2018)• Jacobs' technical advisor role for Brisbane City Council on Brisbane Metro: TMR Interface Lead to determine State's technical requirements for upgrade of the SE Queensland busway including new underground station at South Brisbane (May 2018 to February 2019)• Current role with Jacobs/SMEC DJV for TMR on Bruce Highway Upgrade: Caboolture to Steve Irwin Way (April 2019 to present) Previously from July 2015 to January 2016 I assisted the Fiji Roads Authority (with MWH's Fiji and New Zealand branches) develop the Labasa Town Centre Main Street project from concept through to procurement.

MWH Global' s 7000+ engineers, consultants and construction professionals help solve complex infrastructure and environmental challenges in water, natural resources and transportation. Through a mixture of program and major project positions in Australia and New Zealand, Mike was• Accountable for the current Projects Queensland's Toowoomba Second Range Crossing PPP Technical Performance specification,• Part of the NZTA client side team which successfully negotiated the D&C Works delivery proposals for New Zealand's first road PPP (Transmission Gully) to financial close, • Program Delivery Manager plus Change Manager which set in place effective contractual bundling such Fitzroy Regional Program Office became the most successful office within the Queensland Transport Network Reconstruction Program after the floods of 2011 and 2012.

Coffey Commercial Advisory, was a compact subsidiary of ASX listed Coffey International Limited which provided practical, strategic and commercially sound advice to clients at every stage of their project. Mike's responsibilities spanned across several sectors including successes in • Water (the review and negotiation of the annual operations' budget for the Western Recycled Water Scheme)• Power:(the organisational and operational review of Sunshine Energy/Delta Electricity joint venture for the bagasse cogeneration project in northern NSW• Transport: the development of RFP documentation for the Townsville Marine Precinct PPP, and,• Program Management Offices (PMO's): established for Ipswich City Council as part of the 2011 flood reconstruction and Wagga City Council for its annual capital works program

Aurecon provides engineering, management and specialist technical services for public and private sector clients globally across 27 countries and employs around 7500 people. As part of its transport group in Queensland, Mike during his second period with the company was engaged in the delivery of various iconic major projects including secondments to:• Queensland Rail (as project manager for the $1.5Bn Springfield Rail business case phase including formation of the Horizon Alliance) and,• Queensland Motorways (as design manager for $1.9Bn Gateway Upgrade Project)It was during these major projects that Mike began his further development and training into improved project and program initiation including the delivery method choice

As the gateway to one of Australia’s premier tourist destinations, Gold Coast Airport is the fifth busiest international airport in Australia. The largest of the QAL Group airports, Gold Coast Airport now welcomes in excess of 5.6 million passengers per yearMike's accountabilities and responsibilities of his team in its formative years were integral to its transition from a small regional domestic only airport (where its workforce provided limited airside maintenance operations) into a combined international and domestic facility .These included:• Planning and delivery of all capital works (including the Tugun Bypass major development plan and its integral tunnelled relationship with the main runway extension to cater for long haul Asian flights plus two major terminal upgrades.• Maintenance of all assets including the terminal for the 3 internal business units, Aviation, Commercial and Development plus management of the maintenance workforce• Fulfilment of the airport’s statutory planning obligations under the Australian Airports Act (including the Master Plan and Environmental Strategy).