Rob Austin Email & Phone Number

Australia

Sydney, Australia

Wanarring

• Appointed Director 2010 - 2013
• Re-appointed 2013 - 2016
• Re-appointed 2016 - 2019

Australia

Australia

Wynyard

Sydney, Australia

Sydney, Australia

• Achievements
• Transferred all aspects of service delivery from RailCorp to NSW TrainLink for Central Station
• Acquired accountability of all 145 staff with 11 direct reports
• Secured responsibility for NSW Trains’ services running in the suburban network - 470 intercity and 22 regional services a day
• Developed and implemented on time running improvement strategies; increasing OTR from 91% to 97% in my first 18 months at Central Station.
• Rationalised the staffing model for frontline staff, championed the culture to a flexible workforce that placed the customer at the centre of everything we do.

Sydney

• Elected to Board of Directors 2010 - 2013
• Re-elected 2013 - 2016

• Achievements
• Worked with the Board to develop the overall strategic vision for the business and translated this into a detailed business strategy with performance targets for each member of the Executive Management Team
• Initiated plans, opportunities and concepts to ensure multiple revenue streams that saw Trainworks achieve visitations in excess of 34,000 people (target was 30,000) within 12 months.
• Implemented all corporate procedures to comply with the NSW Auditor General’s strict governance requirements
• Worked with the Board to establish efficient and appropriate Board procedures and systems
• Established stakeholder relationships procedures to cultivate a cooperative and smooth opening of the site and manageable transition of visitor and commercial functions from the existing on-site volunteer organisation.

Sydney - Melbourne

• Achievements
• Restructured the Sydney and Melbourne offices to reduce costs, improve service and better meet member needs. The operation become more streamlined and profitable, resulting in a saving of over 8% per annum.
• Led a cultural change by setting accountabilities for key personnel with designated KPI’s that recognised staff contributions and facilitated greater ownership within each department.
• Made departments fully accountable for their P&L and made sure all costs centers focused on profitability.
• Developed a new business model to generate income through diversification and broadened the target market beyond the membership subscriptions., by creating new membership platforms to allow more “flexible” options for.
• Developed and implemented a business plan to secure funding for the expansion of the Sydney site from a 650m2 to 1,532m2.

• Achievements
• Reviewed overall weekly activity and matched staffing levels to service needs. Achieved overall service improvement while reducing the weekly roster by 100 hours a week, equating to annual savings of $170,000 a year.
• Oversaw renovation of the gaming room, sports bar, snooker room and smoking terrace which was brought in on time and budget at a cost of $850,000.
• Addressed service standards and cleanliness within the gaming room which saw an increase in turnover to $1.5m a month, an increase of $300,000 a month.
• Reversed the downward business trend around from 7 years of consecutive losses to a $2,000 profit in 2007 and $27,000 in 2008.
• Implemented a disciplined budget, business plan and marketing plan to grow the business.