AM Network Pty Ltd (AMN) provides advisory services and subject matter experts to large-scale, asset-intensive businesses with the aim of contributing to a better world, environmentally, socially and economically.We do this by helping people to build and continually improve Asset Management Practices which subsequently delivers leading Asset Performance which contributes positively to safety, environment, production, and financial objectives. Our focus is always on the Triple Bottom Line and helping our clients to see their performance in a broader perspective to create greater business value.We have proven to be a long-term, trusted partner with other asset intensive businesses, working from Executive Committee level to the shopfloor. These partnerships have contributed positively to the companies’ aspirations through building internal capability in their people, processes and systems to improve the value from their current assets and increasing their confidence of maximising value in the future.

The Red Button Group is a group founded on enabling leaders in asset intensive businesses in the mining and metals industry to achieve superior return on investments with reduced risk and uncertainty.As the Principal Advisor, my accountabilities included:• Business development• Project lead for asset portfolio optimisation projects in coal, platinum, iron ore, diamonds and copper mines in Africa, South America and Australia

Teys Australia is a large beef producer for domestic and overseas markets. Reporting to the CEO, my accountabilities included:• management of the company's assets for their six primary processing beef plants, three feedlots, hide processing plant, and two value adding centres to both sustain operations and meet the future strategic plans.• development, implementation and enforcement of company policy and procedures to manage company assets within budget, in a safe and environmentally responsible manner, ensuring long term sustainability and profitability in all cattle market cycles.This was achieved through implementing best practices in engineering and innovation, project portfolio management and project delivery, and maintenance and reliability through a corporate team of 10 professionals and influencing over 400 engineering and maintenance site personnel.Approximate span of control included, a capital program of $60m/year, an R&M spend of $45m/year, and utilities spend of $45m/year for electricity, boiler fuels, and water.

Wilmar Sugar (ex.CSR Sugar) is Australia’s largest sugar producer and renewable electricity producer from biomass with eight sugar mills located in North Queensland. Reporting to the Executive GM, my purpose was to support operations to successfully operate a safe, reliable, and efficient business and to also successfully grow the business, by developing and sustaining asset management capability to assure:• Assets were designed and acquired to meet reliability and maintainability requirements and were installed and maintained with precision;• Processes systems and maintenance strategies were established and fully deployed; and most importantly• Attraction, development and retention of people with expert knowledge and skills, who were energetic in applying their capabilities to work and consistently drive new ideas and approaches in the business.

TEC-NQ Industry Director - Primarily responsible for corporate governance including:• Establishing strategic direction;• Pursuing established corporate objectives; and• Monitoring business performanceJames Cook University Engineering Advisory Board Member - Primarily responsible for:• Advising the university in ways to improve the quality of the mechanical engineering degree currently offered and the interactions between the university staff and the mechanical engineers working in the NQ region.• Assisting the university to develop the asset management 4th year subject.

Reporting to COO, responsibilities included designing, developing and rolling out a global standard for asset management. Evaluated each of LGL's operating sites in PNG, West Africa and Australia against the global standard, and started executing business plans to align the organisation and to leverage strengths and develop synergies across the sites to accelerate improvements. Only short stint due to the takeover of LGL.

As the Maintenance & Engineering Manager with 125 employees and over 150 contractors during shutdowns and an annual operating and capital budget of $60M and $45M respectively, responsibilities include safety of all personnel, plant & equipment reliability, 5 year planning process and business improvement for the site, and management of site capital expenditure. Summary of the business outcomes:• Outstanding safety performance, improving Recordable Injury Frequency rate from 22 to 5.8 and RI free for all shutdowns in my time at Cannington.• Achieved higher predictable reliability and capacity of the Mine Hoisting System, Processing Plant and Mine Paste Backfill Plant with all plants trending above budget.• Optimised maintenance cost efficiency and effectiveness over the asset lifecycle moving from a business where budget over-runs was the norm to a business where every dollar is accounted for and is spent wisely.On top of my maintenance accountabilities, I was also accountable for overall business improvement with a team of Six Sigma/Lean Black Belts, and also delivering the site’s sustaining capital with a team of project engineers.

Blackwater Mine nominally produces 13 million tonnes of metallurgical and thermal coal per year. As the Maintenance Manager with 320 full time equivalent employees and an annual operating and capital budget of $160M and $40M respectively, responsibilities include safety of all personnel and production capability of the operation.Summary of business outcomes:• Improved safety performance: Recordable Injury Frequency Rate step change across FY07 from 35 to 12, and significant incidents down from 14 in FY06 to 7 in FY07 (zero YTD FY08).• Exceeded budgeted availability on our shovels and drills and majority of our draglines and an upward trend in fleet availability on the Coal Hauler fleet and Rear Dump fleets (in the face of continued accident damage events that plagued the coal haulers and rear dump fleets). • Managed costs to remain being the lowest Maintenance Unit Cost operation in the 7 coal mines of the BMA group.

Designed, developed and rolled out global strategies across BHP Billiton. Evaluated and facilitated business plan development at operating sites in Chile, South Africa, Canada, UK and Australia. Operating Excellence in BHP Billiton was based on identifying opportunities through evaluations and data analysis, sharing/adopting good practices across all customer sector groups (including Petroleum, Copper/Base Metals, Iron Ore, Coal, Bauxite/Alumina/Aluminium and Nickel CSGs), and implementing improvements using Six Sigma processes. As the Maintenance Development Leader for New Businesses (ie. all projects valued greater than $100M BHPB share), responsibilities included assuring that each new business achieved optimal reliability, maintainability and life cycle costs.Summary of business outcomes and actions taken:• Influenced BHPB's Project Development Group and embedded maintenance development requirements into BHPB Investment Manuals.• Member of Independent Peer Reviews for BHPB’s Spence Project. • Developed and rolled out a global initiative called “Problem Solving Excellence” including the authoring of the Equipment Reliability & Performance Improvement Blueprint; Implemented across Petroleum, Base Metals, Iron Ore, Nickel and Coal sites. • Authored BHPB's KPI and Reporting Blueprint • Facilitated 17 audits/evaluations across BHP Billiton sites• Contributed to BHPB's Fuel/Lubrication/Air/Coolant Improvement program• Facilitating Maintenance Business Process Re-Engineering workshops for BHPB's GSAP Implementation

Ok Tedi Mine produces a copper, gold, and silver concentrate from a large mining operation in the Star Mountains in the Western Province of Papua New Guinea. As the Maintenance Superintendent, responsibilities included leading a team of engineers and planners, developing and implementing the Mine Maintenance Management Strategy, restructuring and integrating the Engineering & Planning functions, developing Equipment Maintenance Plans, preparing and controlling Operating, Capital & Manning Budgets, managing capital, major maintenance & reliability projects, investigating major component failures, and assuring the integrity and reliability of all plant and equipment.Main business outcome - Decreased mine operating unit cost by reducing our CAT789 fleet from 32 to 26 while increasing the daily production rate from 185kT/day to 235kT/day over my three years at Ok Tedi Mine. This was achieved by:• Collaborating with mining to decrease queue and spot times and operator induced reliability issues.• Reducing or eliminating root causes of reliability issues, implementing effective equipment maintenance strategies, and improving planning and scheduling of maintenance.• Moving the overall maturity of the maintenance department from a reactive mode of operation to a planned and proactive mode (proved through the GMN Evaluation Benchmarking Program).

As the Mechanical Projects Engineer for Gordonstone Mine, responsibilities included managing all mechanical projects for the underground mine and preparation plant. Key projects included Longwall and Continuous Miner (ABM20s) overhauls, UG conveyor maintenance contracts, UG Compressed Air Supply Upgrade, Rejects Co-Disposal Handling Capacity Upgrade, and Coal Flow Simulation - Determining process bottlenecks. Promoted in Dec 1996 as the CHPP Area Supervisor, responsibilities included supervising a team of tradespeople and a planner, and the reliability and cost effectiveness of all plant equipment. Accomplishments included introducing condition monitoring into the plant, building equipment life plans and ZBBs, and improving scheduled shutdowns. The result was improving the runtime of the plant from 120 hours per week to above 130.

As the Mechanical Engineer for the site, responsibilities included managing engineering budgeted projects, preparing the Maintenance operating budget, investigating failures, supervising contractors and relieving for foremen on leave. Key accomplishments included the management of a Dragline and a Coal Prep Plant Major Shutdown safely, within budget and time schedule.