Senior Project Manager• Undertaking various projects in accordance with Coogee Chemicals’ project management systemAchievements• Developed the Preventative Maintenance system for the Port Bonython facility in Whyalla S.A.• Installed a Diesel additive injection system at the Port Bonython facility in Whyalla S.A.• Developed a new process for the manufacture of Ferric Sulphate, and designed and constructed the plant required to manufacture the material

Project Manager/Site Manager• Initially appointed as a project manager to construct a larger scale plant at Kwinana, my role developed into the Site Manager in charge of all operations on site. This role was based in Melbourne. I answered to the Group Executive Manager - Operations• In this role, I oversaw all work on site, inclusive of Safety, Engineering/Construction, Product Development, R&D and Financial Control• The role oversaw oversaw a budget of $6M/year, and a staff of 13 full time employees, and a number of part time secondees from the wider groupAchievements• Developed a successful team after a dysfunctional start• Improved safety culture on site with PTW system, Safety walks, Incident reporting and investigation• Improved Frequency of equipment runs from 12/yr to > 1 per week• Introduced new operations team to site, and oversaw the introduction of procedures and processes required• Implementation of new procedures for Purchasing, Planning, and reporting

Project Coordinator• Initially office based, this role developed into a site based role, overseeing the engineering and construction team. • The role oversaw all of Downer EDi Mining’s construction and engineering work at the FMG Christmas Creek site, including client relationship management, sub-contractor management, Health, and Safety Achievements• Successful procure, and construct of an Ammonium Nitrate store• Successful completion and handover of an advanced PLC Controlled Lube facility• Resolution of several sub-contractor collapses and conflicts while ensuring minimum disruption to budget and schedule• Implementation of new procedures for commissioning high risk equipment safely and effectively Construction Project ManagementCommissioningContract Management

Engineering Manager – FMG Port Expansion• Initially appointed as the Assistant Engineering Manager, I took over after 9 months when the previous Engineering Manager was transferred to another role. Total engineering group budget was $34M.• Reporting to the Project Delivery Manager, the Engineering Manager was responsible for all aspects of the engineering function, including engineering budgets, schedules, staffing, QA,sub-contractor management, and liaising with the client• The engineering group was responsible for developing the engineering designs for all the conveyors, transfer stations, conveyor drive stations, etc for the stockyards. This included all structural, mechanical, and electrical design• The engineering work included FEED , through to shop detail drawings• At it’s peak, the team consisted of 110 engineers and designers, as well as a small administration/management group.Achievements• Successfully completed the work required to construct the port, and delivered the handover packages on schedule, and below budget.• Developed and introduced Change Management procedures to the group to control requests for design improvements that would have added cost and schedule blowouts.

Senior Project Engineer• I was responsible for evaluating, and bringing to completion, projects which ExxonMobil identified as being of possible value to the business.• The refinery was an operating plant, so many projects had a significant Process Engineering component. A process engineer was an integral part of most project teams, and provided input to most of the technical decision making.• The role followed a formal Stage-Gate Project Management process, where money was released to complete successively larger stages of the project. • The role was responsible for all stages from Scoping, FEED, Detail Design, Execution, Commissioning, and Handover.• The position worked as an embedded Project Manager within the ExxonMobil organization, using available engineering resources from the WorleyParsons organization, and construction resources from the Transfield organization.Achievements• Replaced the Instrumentation Communication Network within the refinery while not affecting production (Approx $900k)• Upgraded the Flare Header system for one section of the refinery with minimal interruption to production ($2.5M)• Upgraded PSV outlets on several key process units ($2.6M)• De-bottlenecked a key part of the Alkylation system ($1.1M)• Many other smaller projects were completed. Generally 6-7 projects were being run simultaneously