Coordination or architectural services for all facility projects at ICC. Preparation of all std briefing documents. Evaluation of project delivery strategy and definition of project requirements. Advisor on asset condition and remediation actions. Contract management tasks and negotiation of outcomes. Review of quality control and construction delivery scheduling.

Responsible for the modification and establishment of the KittyCat fleet of small scale catamaran vessels on the Brisbane River to replace the original timber hulled cityhopper service. Including management of all communications internal and external to Council, plus reporting, programming, and negotiations. Renegotiation of travel schedule and troubleshooting issue after delivery. Project delivered on time and under budget.

Managing a range of COVID-19 response projects and analysis of available assets for efficient and effective use.

responsible for the oversight of the sales team, management of the design, drafting, estimating, construction supervision, and administration support teams.

Management of a small delivery team of 5, oversight of all projects included in the portfolio, and direct project management responsibility for major projects. The projects under my management and oversight are very diverse in value, complexity, and location. All are politically sensitive and strategically located to increase the economic strength of area in the State or to deliver specific outcomes for the government. They include: $250m North Queensland Stadium for the North Queensland Toyota Cowboys in Townsville. Very complex project requiring foresight in developing a project which will allow the future construction of an integrated entertainment centre. $20.7m marine project to create safe boating infrastructure at Boat Bay in Mission Beach. complex community consultation process and approvals process with the site being located inside the heritage listed Great Barrier Reef Marine Park. A number of other interesting projects are part of the delivery portfolio, and are oversighted by this role; including the $30m State Netball Centre, a $10.6m heritage Railway Reconstruction, Vegetation Offset for a major water project, $18m major demolition project including significant de-contamination works, completion of a fluoridation project in indigenous communities.

Leadership of multiple teams delivering maintenance and capital infrastructure. Strategic Asset Planning covering an asset base of 2500 propertiesBuilding the company Strategic Asset Maintenance Plan extending over 30 yearsEstablishment of appropriate reporting formats for addressing a variety of stakeholders needs including the QLD and/or NSW State Governments, the Commonwealth Government, various alliance partners in the corporate and mining sector, a number of allied Not for Profit agencies delivering in the residential, aged care, and disability sectors.Asset Maintenance - Responsive, Planned, Vacant, and Capital InvestmentAsset disposalsReal Estate Leasing - Corporate and Residential SolutionsCapital Works program management and deliveryDesign of a variety of accommodation solutionsContract Superintendent across Multiple contract formsNegotiations of relationship and roles including terms and conditions of contract with a major multi-trade contractor in delivery of maintenance Liaison role between HHC and governmentManagement of delivery and operational and program budgetsNegotiation of contract conditions and costsProjects managed include: 52 lot subdivision in Murwillumbah, NSW Stage 1 of a two stage development in Roma, 10 units of accommodation including a strata title overlay with unit sales. Stage 1 of a two stage development in Miles, 8 units of accommodation Sales of 32 property lots in NSW Construction of 22 residential dwellings in NSW in detached and duplex formats 2x3 bedroom and 3x2 bedroom apartments in Chinchilla 2x2 bedroom and 2x3 bedroom apartments in Wandoan Property purchases in Miles Feasibilities, estimates, and proposals for multiple projects from major high rise to specific disability modified stock.

Prior to the State Government elections in 2012 Project Services began a process of structural change to reduce the business size and reshape it in preparation an anticipated reduction in Capital Works programs. The first changes initiated substantially reduced the number of staff and business directors. The role of Education Portfolio Director was added to my responsibilities.This added responsibility included:* delivery of a significant proportion of the annual Department of Education, Training, and Employment programs,* the new $480M, 3 year, Year 7 Flying Start construction program, and* a further 55 project management, quantity surveying, building surveying, and administrative staff.By adding Education Portfolio into the group my financial, administrative, and resource management responsibilities were expanded an annual capital works expenditure budget exceeding $1.0B, a combined annual fee income across both portfolios of approximately $28M and up to 155 staff.My major responsibilities during the last 8 months of my tenure were to support the General Manager of Project Services with the ongoing task of achieving the best financial year outcome possible and helping staff remain positive about the future; all in an environment where staff losses in the consulting practice over that 8 months were going to be significant. Feedback from staff and other management is that I handled the change process with dignity and displayed empathy of those who were struggling with a fear of the future.

Over 5.5years of my leadership, a strong program management partnership was developed with Department of Communities (DOC) and ultimately 100% of their social housing programs were delivered by the portfolio. In February 2009 DOC commissioned the Portfolio to deliver the $1.185B Nation Building Economic Stimulus Plan – Social Housing Initiative (NBESP) and I was appointed the Program Director. Some detail of this role is included above. Also early in 2012 DOC also commissioned the portfolio to assist in the program, project management, and delivery of the National Partnership Agreement for Remote Indigenous Housing (NPARIH), valued at approximately $1.1B, constructing dwellings in thirteen of the Indigenous communities across the State.Within the portfolio the following consulting disciplines sat under my direction: program and project managers, architects, quantity surveyors, town planners, lawyers, surveyors, property analysts, property managers, building surveyors, contract superintendents, and administration services.A large property group of 54 staff also sat under my leadership. This group delivered a comprehensive range of property services, in particular the Statewide Housing acquisitions and sales programs and professional advice to assist with asset management through a divestment/reinvestment strategy. It included a team of property analysts to maximise the return on all real estate transactions, with other significant disciplines being Town Planning, Land Surveying, and Property Law.Early in this period of my career, I delivered the $40m Stage 2 of the Gold Coast Convention and Exhibition Centre, $6m under budget and 3 months ahead of schedule. The project was completed without disruption to the centre’s day to day operations. Concurrent with managing Stage 2, I ensured the original consultant firm and contactor attended to their responsibilities to rectify outstanding defects in Stage 1 of the project which had been disputed for number of years.

In February 2009 I was appointed the Program Director to deliver the $1.185B Nation Building Economic Stimulus Plan – Social Housing Initiative (NBESP) with direct responsibility for delivery of this intensive program. It was delivered through a combination of innovative procurement methods, the creation of data management systems to support the delivery, design of new contracts, development of alternative procurement strategies, and a significant outsourcing plan.The minimum program requirements were to deliver 4000 dwelling from $1.25B, over the 3.5 year duration of the program. My team exceeded the target requirements by delivering 4034 dwellings for $1.16B, at an average cost of less than $270k per dwelling, including GST and land acquisition costs. I was responsible for and actively involved in all aspects of delivering this program and at various stages of the program was producing program status, risk management, budget, occupancy, and detailed project reporting on a weekly basis to Directors-General and Deputy Directors-General across two State Departments.

My performance as the South Coast Regional Manager provided me with an opportunity to move into this role when it was vacated. My instructions were to development healthy and collaborative working relationships across the three offices in Toowoomba, Sunshine Coast, and South Coast, plus ensure the portfolio became a sustainable part of the business, providing effective and consistent regional support to the head office functions of the business. Responsibilities included overall financial, administrative, resource, and operational management responsibility for the three regional offices in that region, whilst maintaining direct management responsibility for the South Coast office.By January 2008, when I returned to the Brisbane office the portfolio:* employed 65 staff;* the annual income generated had grown by 20% to in excess of $10M;* the portfolio had become a key part in the financial success of the business; and* the portfolio’s reputation for excellence, combined with efficient delivery of all construction programs was appreciated across a wide range of clients.

Due to positive client feedback in development of strong client relationships plus my skills in the management of staff I was asked to fill this role. My specific instructions were to rebuild the internal and external reputation of the office, expand the client and project base, and work with the staff to restore their faith in management and repair some dysfunctional relationships amongst staff.The latter of these tasks was accomplished within 6 months of being posted to the office, and over the next couple of years the other targets were achieved. By 2008, when I was re-assigned to Brisbane, clients who had been our most vehement critics chose to give the office first opportunity of refusal on all local projects. I brought skilled management into the office plus useful skills as an Architect with Contract Superintendence expertise.All major projects were project managed by me including the $65M re-development of Tallebugera Recreation Centre beside Tallebudgera Creek, the $15M Southport Police Station, Southport Watchhouse, and Magistrates Court Refurbishment, plus delivery of the $40M Stage 2 extension of the Gold Coast Convention Centre. All projects had significant challenges associated with them, were completed within budget and time constraints, and required operational maintenance of the existing facilities throughout completion of the construction work.My responsibilities, beyond being the Regional Architect and Project Manager of Major Projects, were for the financial, resource, and client management of the office and my operational accountability was to the Director, Southern Regions.During this period of my tenure the range of professional skills in the office was enhanced to ensure the right mix ands sustainable resources were available to meet my client's briefing requirements. The strategic plan for the office required it to move from Southport to Robina in late 2007 and it officially opened shortly after my return to Brisbane.

Both of these roles involved the 'hands-on' delivery of projects and programming of works, the Principal Project Manager’s role having staff management responsibilities and an increased client management, program management, and reporting role.During my time as Senior Project Manager I had project Management responsibility for a substantial portfolio of work being consistently responsible for the efficient project management of 20-25 projects at the one time. My client communication, liaison, and management skills were attested to by consistent, positive, client feedback to my line manager and portfolio director, and was rewarded by promotion to Principal Project Manager.This role added responsibilities of staff management, client reporting, and resourcing into my role, and I was able to draw on a variety of skills developed while managing my own architectural practice. I continued to manage a number of projects, was responsible for the delivery of a number of State-wide programs of work, and became the resident expert in the resolution of various long standing project issues and managing the stakeholder relationships involved.

Company profile: This practice was a small to mid-sized general architectural practice based in Ipswich. The type of projects ranged from small residential extensions to large residential unit complexes, to shop fit outs and suburban shopping complexes, to community and sporting facilities, to medical and specialist centres, to general hospital facilities, to office accommodation projects.Role: My role was partner responsible for the management of the operational and financial aspects of the practice, to ensure client satisfaction was maintained across all projects, and to operate as principal consultant and contract superintendent. During the last four years of this time in my career I construction managed a number of projects.Project Work: The work completed during this period of my career is evident around the City of Ipswich and is extensive.