Responsibilities:Directing the investment and long term operations of agri-infrastructure facilities to achieve benchmark investment goals.Responsible for planning and development, construction, facilities management & asset lifecycle, and operations management of the regional property portfolio.Accountable for full company and trust books, including: managing the P&L, cash-flow and balance sheet, tax returns, BAS and investor dividends. 5 years of successful management and profitable growth.Part of investment management team undertaking feasibility and investment assessments.Livestock processing systems design and engineering.Livestock handling and processing, marketing and sales strategies.Stakeholder relationships: key link between board and operations, influencing government and authority decisions, engaging and assisting communities.Achievements:• Implemented a major business improvement programme: operations restructure, capital controls, construction design reviews, development framework changes, and implementation of a marketing strategy. Between FY13 and FY16 reduced operations cost by 24% per processed animal, increased profit 11%, increased capital reserves by$2.4m and improved total investor returns from 1.7% to 15.5%• Negotiated construction contacts and tripartite debt agreements for the construction of two livestock marketing centres totalling $40m: completed on time and under budget• Designed and implemented asset lifecycle framework, strategy and system for $117m agri-infrastructure portfolio increasing asset performance and reducing risk• As part of the investment management team advised on successful investment business case for a $27m agri-infrastructure development and completed investor commitment of $30m to invest in the portfolio

Responsibilities:Ultimate responsibility for the 24/7 critical service delivery of hard and soft asset services contracts. Covering all Qantas facilities including: terminals, hangers, club lounges, flight simulators, workshops, flight catering and offices. Maintenance, capital projects and lifecycle management.Achievements:• Mobilised $48m national Qantas asset services contract, including 240 direct recruited staff and 210 service subcontractors, without business disruption to Qantas• Instigated and directed a substantial asset risk review, collecting and surveying the condition of the complex portfolio of Qantas buildings, associated plant and services. Completed the maintenance management system upgrade and advised on high risk and expired assets

ResponsibilitiesLead the company delivering project and maintenance contracts supporting major infrastructure and industrial assets. Major clients such as Woodside, ESSO, Rio, BHP and Sydney Water. Restructure and overhaul of business for profitable growth and subsequent sale. $40m business leading 150 staff.Achievements• Sale of waste management services division.• New contracts: $4m LNG tank refurb, power-station waste contract, oil riser refurbs.• Managed set-up of an ‘Early Contractor Involvement’ concept project with Hydro Tasmania.• Within one year achieved positive profit turnaround results for the first time in three years.• Negotiated multiple EBA agreements to multiple unions.

ResponsibilitiesDirect a business providing security and risk management services for the Royal Bank of Scotland. £24M account leading 950 staff, senior client relationships, operations and business development strategy.Achievements Set new vision, mission and strategy for success. Established programme of customer service enhancement projects. Established customer relationship plan. Began transformation of service ethos of business. Re-organised service delivery structure in critical Greater London area. Completed design of business continuity strategy. Completed negotiations with GMB union to settle outstanding wage claims. Developed close links with key senior RBS stakeholders. Initiated Front-of-House security service delivery model. Retained account that was under threat from competitors. Re-built confidence of RBS in G4S ability to provide robust security services. Set up international business opportunities.

ResponsibilitiesDirect the restructure, correction and improvement of government Private Finance Initiatives contracts. Analyse, strategise and make recommendations to MD. Coordinate with regional directors to implement strategies throughout the business.Achievements Corrected poor regional service performance. Resolved long-running operational, financial and contractual issues. Instigated improved systems and processes. Initiated energy conservation measures and reporting schemes. Highlighted installed system design deficiencies and recommended changes. Established asset life cycle programme and asset management scheme. Establishing closer client understanding and relationship for improved service.

HEAD OF PROJECTSResponsibilitiesLead an M&E project management business serving the FM and construction markets. Financial (P&L @ £10M turnover ‘05), operational (30 staff engaged in the installation of M&E systems), business development (senior client relationships).INTERIM INTEGRATION MANAGER: Oct 2005 – Jan 2006Managing the merger of two separate engineering companies and integration into JWML. Complete merger whilst maintaining seamless service delivery and profitability.Achievements Implemented customer communication plan. Administered transfer of contracts and subcontracts. Designed and implemented organisational structural changes. Rationalised and consolidated systems and processes. Maintained operational effectiveness during merger. Completed all key legal and logistical requirements within tight deadline. Oversaw completion and shutdown of legacy projects Accepted assignment to lead project function until stabilised.

ResponsibilitiesNational account management of FM contract with major IT-solutions client (Northgate IS). Lead complete re-design of service delivery model and rebuild client confidence. Forge strong relationships with senior client contacts. P&L profit targets.Achievements Improved client confidence in service delivery, developed and expanded business. Improved or replaced poorly performing service providers. Resolved many long outstanding service issues. Hired permanent manager to take over interim role as part of succession plan.

BBC Property UK - estate & facilities management department of the British broadcaster.ResponsibilitiesAnalyse the BBC Property management function, identify business improvement and customer service improvement opportunities, and coordinate innovative solutions.AchievementsEstablished the programme for improved PM & FM services delivery.

MARKETING MANAGER – PACIFIC REGION.$100M business, strategic planning, sales co-ordination, product distribution management and CRM.STATE BRANCH MANAGER – VICTORIA. $30M business with 115 sales & operations staff. Business strategy, business development, sales & operations leadership and P&L management.Achievements Exceeded State P&L profit plan of $3M at 20% annual growth year-on-year.STATE ENGINEERING & CONTRACTS MANAGER – VICTORIA. Engineering operations leadership, P&L.STATE ENGINEERING & CONTRACTS MANAGER – NSW. Branch operations management of 120 personnel. P&L-level responsibility. Transformed the business from a $100k profit performance in 1995 to $2,509k in 1996.COMMISSION ENGINEER TO SUPERVISING PROJECT MANAGER.