Nigel Ellsmore Email & Phone Number

Sydney, New South Wales, Australia

• As the Chief Operating Officer I am responsible for the development and delivery of the strategic direction and focus of the NRMA's core marine business units including; Financial Performance, Contract Delivery, Fleet.
• . Led the business through the COVID-19 Pandemic. Negotiated with the Unions to stand the business down at the height of the Pandemic with a focus on core skill retention. Developed
• Identified and established a new operations base in a compressed timeframe due to a short notice lease termination
• Successfully led the contract negotiation for the 15-year Public Transport contract for the Manly Circular Quay Fast Ferry Operation. Including developing contract bid and negotiation strategy and supporting.
• Successfully led the Manly Fast Ferry Customer Service Enterprise Agreement for land based Customer Service staff
• Successfully led the Fantasea Tourism Enterprise Agreement for Masters and General Purpose Hands. The EA was negotiated and delivered within 8 months

Sydney, New South Wales, Australia

Sydney, New South Wales, Australia

• Virgin Australia is one of Australia's largest airlines and the largest airline by fleet size under the Virgin brand.I was responsible for leading strategic support services for the Customer Service Delivery Division.
• Coordinated a team of subject matter experts (SMEs) to deliver against the Customer Service Delivery strategic direction and requirements to improve service quality, cost efficiency, and customer experience in an.
• Spearheaded the strategic planning for the Customer Services Division following the group’s administration following the complex impacts of COVID-19. This included developing and delivering the redundancy and stand.
• Facilitated and delivered Enterprise Bargaining Agreements across the department by consulting and negotiating with industrial bodies union-related business activities.

Sydney, New South Wales, Australia

• I was responsible for coordinating the Domestic and International Ground Operations team spanning 750 employees and contractors at multiple airport sites. Notable Achievements
• Developed and implemented change strategies across all domestic Sydney and international terminals for on-time performance and cancellation rates, resulting in significant operational performance improvements in.
• Spearheaded the highest level of staff engagement results for the Australian Ground Operations Divisional Network. This included establishing a high-performance, one-team culture with holistic delivery approaches for.
• Recognised by the CEO for delivering service delivery outcomes across the Ground Operations team.
• Delivered strategies that reduced overtime costs by 47 per cent and outstanding leave liability by 40 per cent; and cost leakages by 50 per cent by restructuring service delivery within the luggage distribution centre.
• Coordinated transactional services in Airport Operations next-generation innovative customer strategies, including but not limited to kiosk and curb-side check-in and other digital programmes for Domestic and.

ACT And NSW, Australia

• I was responsible for coordinating Safety and Compliance operations within the group in collaboration with the Civil Aviation Safety Authority (CASA) for Aircraft Heavy Maintenance for VA Fleet Assets in NSW and the.
• Delivered $8 million in cost savings whilst leading the Tigerair Australia A320 Fleet Maintenance Project by integrating VA Tech and quality maintenance services resulting in a measured reduction in audit findings.
• Delivered an annual P&L outcome of over $80 million, including multiple financial stretch-targets.
• Coordinated the implementation of the Virgin Tech Industrial Enterprise Agreement as a Business Lead Negotiator.
• Established a strong culture of accountability and continuous improvement.
• Maximised asset availability through improved strategic asset maintenance of aircraft fleet, facility, equipment, and resources strategies.

New South Wales, Australia

• Sydney Trains is the operator of Sydney’s suburban passenger rail network as part of Transport for NSW’s operations.I coordinated a workforce of over 200 engineers to facilitate train maintenance for four major train.
• Recognised as a key talent member within Sydney Train’s Fleet Business Unit for having successfully led, coached and, mentored the management team and delivered significant improvements that exceeded daily operational.
• Spearheaded cultural change initiatives targeting service delivery standards and promoted safety operational improvements which increased engagement in the maintenance workforce.
• Optimised asset life across the train fleet through strategies to improve asset productivity, risk profiles, and budget targets through a new asset management approach.
• Significantly improved maintenance, safety, quality, and compliance awareness within the division by establishing new business processes, standards, and measures and communicating changes to the workforce.
• Delivered new industrial relations management and engagement strategies to improve relationships with four on-site unions, transitioning from a historically dispute-based relationship to a collaboration and.

New South Wales, Australia

• Achievements
• Delivered operational models through three-, five-, and ten-year plans spanning resource ageing curves; resource attrition rates; maintenance limitations; asset fleet size, composition, and activity; and asset ageing.
• Coordinated the Engineering Apprentice Programme across five sites in three states and up to 400 apprentices at any given time.
• Coordinated Engineering Technical Training programmes as the Project Manager for a Training Review to transform the delivery of training methods to full benchmarking by analysing training; mapping processes.
• Collaborated with unions to transform change agendas through a complete supply and demand analysis which was accepted by the union’s Executive Leadership Team.
• Consolidated two sites across two states into a single site, delivering on-time and under-budget with no disruptions to compressed site training across the transformation period.

(Simultaneous role with Manager, Production Planning and Control) Functioned as a Business lead on the replacement of our system of maintenance software, tagged as "Project Marlin". This IT solution was introduced with the entry into service of the A380 aircraft type. This was the largest IT project ever undertaken within Qantas Airlines with a budget in.

New South Wales, Australia

• Achievements
• Appointed as the Business Lead to facilitate a strategic review of the Planning and Scheduling Process for minor maintenance activities and to optimise aircraft asset operations to meet cost profiles and budgets.
• Delivered a centralised satellite planning function with a holistic maintenance approach and labour profile for multiple Sydney precinct sites and implemented best practices for the precinct.
• Identified opportunities to reduce maintenance costs by optimising maintenance scheduling and resource allocation practices and overheads.
• Established a Capacity vs. Demand model to identify and justify labour strategies for mid-term future needs.
• Facilitated a complete restructure of the development’s organisational structure, shift patterns, and roster to ensure consistency across multiple sites.

New South Wales, Australia

• Achievements
• Appointed as a Consultative Business Improvement Manager to drive optimisations through continuous improvement, waste removal, and cost containment.
• Introduced the A380 Aircraft and workforce model with a Domestic Port review to align resources.
• Identified $6 million in potential savings for the Melbourne Maintenance operations by facilitating a restructure of the business unit and workforce.
• Delivered long-term strategic reviews for ACS Businesses to position them for future changes in industrial regulations and reforms.

New South Wales, Australia

• Achievements
• Delivered a collaborative approach for the ACS and the group by establishing monthly forums to discuss high-level systemic issues outside of day-to-day operational issues.
• Established a transparent relationships with internal suppliers by engaging them to support resolutions for historic culture issues within ACS and developed a broader approach matrix for service delivery, which was.
• Successfully recovered costs for airline maintenance activities supplied externally from the existing SLC agreement prior to SLA transition.
• Managed the inception of the Express Freighters Australia fleet and integration into the ACS Maintenance Network.

• Achievements
• Engaged all business units for Technical, Cabin, Catering, Engineering, and Airport Crews to establish costs associated with each aircraft within the fleet as part of a bidding process. This included developing.
• Coordinated an audit of the Qantas Corporate Finance business unit encompassing the cost matrixes and other data.

New South Wales, Australia

• Achievements
• Developed the Safety management Programme for associated business units in addition to coordinating the safety infrastructure for the BeSafe! Leading Indicator Requirements.
• Established effective relationships with commercial departments beyond ETOMS, including Network and Brand business units.
• Coordinated and chaired meetings for working groups, including the 747-300 Entry-Into-Service Group and the Qantas Jetbase Planning Group.
• Delivered cost estimates for key projects, including the Haj Charter and the Classic Mooring.
• Collaborated across major project planning processes, including the Cockpit Door Mod; the SMS Upgrade; the Two-Class Reconfiguration Programme; and the Skybed Programme.