From my experience working with ambitious small family or personally owned businesses, and safely managing and/or overseeing the significant growth realised through to successful sale of those businesses, I am in good stead to offer my services to similar organisations where owners and/or managers are looking to develop and maximise their own potential. My work life experience includes roles from Estimating, Project Management, General Manager, to Finance Management, combined with my roles… Show more From my experience working with ambitious small family or personally owned businesses, and safely managing and/or overseeing the significant growth realised through to successful sale of those businesses, I am in good stead to offer my services to similar organisations where owners and/or managers are looking to develop and maximise their own potential. My work life experience includes roles from Estimating, Project Management, General Manager, to Finance Management, combined with my roles on Company Boards and the Alliance Leadership Team and the recently completed Company Directors Course through AICD, allows me to assist through a broad range of business disciplines, from operational, structural, strategic, and compliance.My goal is to assist other business owners to realise their own potential and to achieve their own goals and aspirations.My services include Operational support and guidance, Advisory roles, as well as Board support. Show less

● ITS business was established by myself and 2 other Shareholders in 2005, with an initial yearly turnover of approx. $3M● ITS was a private business focused on the renewal and/or replacement of existing water, sewer, and stormwater pipelines and structures utilising innovative trenchless rehabilitation techniques. ITS would identify new innovations from around the world and investigate, test, analyse the product/process to ensure it was suitable for Australian/Asian Authorities and… Show more ● ITS business was established by myself and 2 other Shareholders in 2005, with an initial yearly turnover of approx. $3M● ITS was a private business focused on the renewal and/or replacement of existing water, sewer, and stormwater pipelines and structures utilising innovative trenchless rehabilitation techniques. ITS would identify new innovations from around the world and investigate, test, analyse the product/process to ensure it was suitable for Australian/Asian Authorities and conditions● ITS enjoyed successful collaborative relationships with all major and many minor Water and Sewer Authorities across Australia, as well as other Authorities or organisations managing stormwater maintenance Programs such as Road, Rail, local Councils, and Mine site operators all across Australia● After leaving CLM at the end of 2009, I joined ITS in 2010 as CFO to oversee the ambitious plans of the ITS Shareholders. Turnover in the 2010 Financial Year was approx. $8mill PA● As a Director and Board Member, contributed to quarterly formal Board meetings to review overall business performance, review outcomes against projections, ascertain whether facilities and resources were adequate, and to fine tune Business Strategies and Planning.● Initially solely focused within NSW, a key goals of Shareholders was to have a National presence. At time of sale, ITS operated across all States of Australia● Oversaw the continued development and implementation of Financial, OH&S & Quality Systems and Processes to facilitate rapid growth of the business. ● Late in 2016, with a demonstrated successful history and a detailed Strategic Plan for the future, a Board resolution was agreed to investigate the appetite of the market for a potential sale● Working with Board members and Senior Management oversaw the successful sale of the business to Downer by March 2017● At the time of the sale, business turnover was approx. $49mill PA. Show less

During my time with CLM Infrastructure;• Responsible for the establishment and delivery of CLM's business planning and the reporting of progress against targets into Jemena Senior ManagementManaged the transition from CLM Excavations Pty Ltd to CLM Infrastructure Pty Ltd with no impact to revenues or profits• Negotiation and establishment of CLM’s new Employee Collective Agreements (ECA) during the transition phase• During the transition phase, no employee - either office or… Show more During my time with CLM Infrastructure;• Responsible for the establishment and delivery of CLM's business planning and the reporting of progress against targets into Jemena Senior ManagementManaged the transition from CLM Excavations Pty Ltd to CLM Infrastructure Pty Ltd with no impact to revenues or profits• Negotiation and establishment of CLM’s new Employee Collective Agreements (ECA) during the transition phase• During the transition phase, no employee - either office or site based, left the CLM business• Achieved all targets required and expected from new owners (Jemena) in the first 12 months of operations• Managed and established agreed protocols to contain the Jemena Corporate influence that had the potential destabilise CLM personnel and operations• Was a senior representative with senior responsibilities in the team of CLM, Bovis Lend Lease, and Veolia Water Networks Services, to bid for, negotiate, and secure Sydney Water’s “Watermains Program Alliance” (WPA) – known as Networks Alliance (2);o Negotiated and maintained CLM’s senior shareholding and status within this Alliance teamo The WPA was a 4+3 year Program to renew and/or rehabilitate Sydney Water’s water and sewer networks. This Program is the next phase of Sydney Water’s WSRP detailed aboveo Was a member of the Networks Alliance (2) “Alliance Leadership Team” (ALT) from the establishment of the Alliance in May 2009 to November 2009. Show less

From the commencement of the Alliance until I left CLM's employ in Nov 2009 I was a member of the Networks Alliance "Alliance Leadership Team" or ALT as it is commonly known.The ALT was made up of two senior members each from Alliance members Sydney Water, Bovis Lend Lease, CLM, and VWNS, and was effectivley the Alliance Board providing governance and oversight.The objective of the ALT was to monitor the effectiveness of the Alliance as a whole, establish strategic direction and… Show more From the commencement of the Alliance until I left CLM's employ in Nov 2009 I was a member of the Networks Alliance "Alliance Leadership Team" or ALT as it is commonly known.The ALT was made up of two senior members each from Alliance members Sydney Water, Bovis Lend Lease, CLM, and VWNS, and was effectivley the Alliance Board providing governance and oversight.The objective of the ALT was to monitor the effectiveness of the Alliance as a whole, establish strategic direction and goals/targets for the wider Alliance team, assist with integration issues with Sydney Water, ensure CLM's continued effective participation on the Alliance Program, make "best for Program" decisions on behalf of CLM on all Alliance issues.I also participated in a number of Committees within the Alliance, including Project/Program Estimating Review Committees, completed Project/Program Performance Committees, and KPI review committees. Show less

April 1990 to June 2000Estimator/ Snr Project ManagerAchievements; ■ Work with Director to grow the business from approx $8mill turnover to $20mill turnover in 1998 ■ Successfully manage the business with the Director through the tough economic period of the early and mid 1990’s■ Through this period, diversify and expand the the capabilities of the business to provide additional revenue streams in telecommunications, electrical infrastructure, and sewer and water pumping… Show more April 1990 to June 2000Estimator/ Snr Project ManagerAchievements; ■ Work with Director to grow the business from approx $8mill turnover to $20mill turnover in 1998 ■ Successfully manage the business with the Director through the tough economic period of the early and mid 1990’s■ Through this period, diversify and expand the the capabilities of the business to provide additional revenue streams in telecommunications, electrical infrastructure, and sewer and water pumping stations and other structures■ Successfully maintain this$20mill turnover until 2002 as per owner's wishes and agreed business planJuly 2002 to August 2008 - General ManagerAchievements;• Assist Director with establishing and the achievement of strategic planning and business targets and goals for a more aggressive growth plan for the Business* Report to the Board quarterly on progress of business against targets, with recommendations to achive future targets• Expanded business from $20mill turnover to $88mill turnover whilst maintaining profit margins• A member of Sydney Water’s “External Quality Council” from establishment of the Council in the mid 1990’s through to July 2009 to improve Sydney Water's relationship with external Contractors and Suppliers• Established business operations in QLD in 2005* Became a Director of CLM in 2005• Negotiation and establishment of CLM’s Employee Collective Agreements (ECA) to provide for excellent relationships with our site work force and an issue free IR environment• Was a senior representative with senior responsibilities in the team of CLM, Bovis Lend Lease, and VWNS to bid for, negotiate, and secure Sydney Water’s “Water and Sewer Renewals Program” (WSRP) Alliance – now known as Networks Alliance;• Assisted owners in the sale of CLM Excavations to Jemena in 2008, culminating in the establishment of CLM Infrastructure Pty Ltd Show less