ResponsibilitiesThe ERP Separation Project involves a comprehensive lift of the ERP systems and data comprising Ventyx Ellipse v 5.2.3 and Oracle Financials version 11.5.9 (known internally as IFBIS) from the Brisbane City Council (BCC) and shifted to the Ventyx hosted and managed solution for Queensland Urban Utilities (QUU). As ‘Subject Matter Expert’ I provide high level advice, support and administration from an Asset Management perspective covering works management, mobile computing and GIS. This includes reviewing, categorising and prioritising business processes, liaising business-wide with key stakeholders, change management and communications and directing where applicable senior technical business analysts. AchievementsPlayed a key role in managing the expectations of stakeholders Significant contributions to the development of a Stakeholder Engagement and Communication PlanContributed to the development and implementation of a Change Management PlanProvided critical input into the development of training plans for Mobile Computing and GIS Developed In conjunction with the project Senior Technical Business Analysts (STBA’s)a critical business process (inventory) and identification of data requirements which may have a material effect on the ERPSP, particularly for business continuity, commercial cutover or integration reasonContributed to the development of detailed test strategies and test scripts from a functional perspectiveContributed to the development of business acceptance criteria following the execution of the Move (or Build) phase of the project.Facilitated the development of a business continuity plan for users of Ellipse

Managed the operations group responsible for the reliability of the water and sewerage networks and sewerage treatment plants that service Brisbane. This included 24 hour 7 days a week control rooms Managed a team engaged in solving sewage overflows on customer properties AchievementsDelivered a review of the operational protocols with the bulk suppliers and Water Grid Manager Improved significantly the processes and documentation for dealing with sewage overflows.Established new processes for managing permits to work at Treatment Plants Reviewed the procurement processes at treatment plants Improved working relationships between Project and Construction Managers and the Treatment Plant Engineers and Operators resulting in more efficient delivery of work Established joint monitoring groups that resulted in improved delivery of planned and responsive work on the networks Facilitated the commissioning of supply for a number of critical State Government ProjectsSuccessfully managed a number of pressure and supply issues affecting critical customers

ResponsibilitiesManage the delivery of 24/7 responsive maintenance for all water and sewerage reticulation assets and infrastructure servicing up to 1 million customers in the Brisbane Region with a Total works budget of $10 million and a team of 80. Lead resource management team for the deployment and co-ordination of resources across the branch AchievementsAchieved sustained improvements in customer KPI’s Improved customer satisfaction index for response to faults Initiated fatigue management to the team resulting in the development of a corporate wide Policy and training strategy Implemented processes that led to the reduction in work on hand Reduced down time with the introduction of new rosters and work management systems Reduced the number of employees on standby each roster from 30 to 16 Reduced work carried out after hours and implemented new job planning processes in responsive maintenance Improved the usage of external plant, equipment and external services resulting in a reduction in costs and improved customer service Improved safety culture and focus and management resulting in reduction in LTFI and LTI’s Involved in the development and roll out of the safety standards and procedures Fostered positive relationships with the customer service and media groups that resulted in improved communications and response and rectification of customer issues

ResponsibilitiesResponsible for the management of 340 employees and 30 contractors providing water and sewerage services to over 1 million customers. Lead all civil planned and responsive work units, mechanical and electrical activities, control systems, treatment plant operations and new connections. Managed the significant demands on delivering outstanding customer service in a highly regulated environment with significant safety and environmental risks to manage AchievementsImproved levels of service and reduced costs during ongoing drought conditions and an Industry Re-Structure that was moving the water business from the Councils control to a separate entity Managed change processes and staff morale while maintaining or bettering service standards Embedded a customer first culture and continued with field reforms increasing individual accountability for service delivery Lead the reduction in the use of potable water in maintenance activities Reduced the average size of work crews and introduced one person response and repair capability

ResponsibilitiesResponsible for 180 employees in planned and responsive water civil maintenance activities on 7000kms of pipes servicing 1 million customers in a highly regulated environment. Budget Expenditure of $30 million and Revenue of $8.6million. Management of the water meter workshop and the scheduling and dispatch group. Relieved for extended periods as Branch Manager during times where Water Reforms at a State level were occurring AchievementsImproved communication by up to 30% as measured by the (Your Voice Survey). Completed the outsourcing of plumbing activities reducing labour costs by $2 million per annumLed inter-change of resources and cross skilling that created efficiencies and improved customer outcomes. Developed team leader skills in dealing with difficult situations and resolved many long standing HR issues Increased the use of contractors and other service providers Key involvement in the development and implementation of the CCTV and Pipe Cleaning contract and the implementation of the Corporate Plant and Equipment Hire Contract Initiated a behavioural based safety leadership development program Introduced the wearing of long pants for all field based employees and contractors Reviewed and implemented return to work procedures Rationalised the disparate rosters into a single roster

ResponsibilitiesResponsible for 160 employees in planned and responsive sewerage maintenance activities (Civil and Mechanical & Electrical) on 7000kms of pipes, 190 pumping stations, servicing 1 million customers.Achievements• Significantly improved and reduced operating costs.• Played a lead role in the implementation of new work arrangements for field based people (Water Industry Worker)• Managed the introduction of several drought proofing initiatives • Implemented structural changes to remove pre-existing silo’s • Improved the use of plant and equipment • Played a large role in the implementation of stage 2 of mobile computing • Developed and implemented customer focussed communication • Key contributor to the development of a new EBA • Reviewed and improved procurement practices • Established improved emergency management structure and resource planning • Met KPI’s for improved safety culture and awareness Safety KPI’s.

Increased client base sales and income by 20% and successfully conducted 20 auctions

Selling residential property in the inner western suburbs of Melbourne established growing client base and repeat business and increased personal sales and income by 80%. Qualified as an Auctioneer

Selling residential property in the inner western suburbs of Melbourne established growing client base and repeat business and increased personal sales and income by 80%. Qualified as an Auctioneer

Managed the provision of water and sewerage services to 230,000 residential, commercial and industrial properties in Melbourne’s CBD. Key account management, field services, call centre management, customer and community liaison, meter reading and meter replacement programs, responsive maintenance and contractor management. Met or bettered all KPI’s for field activities, call centre metrics and delivery of contract outcomes. Improved customer satisfaction levels and maintained them above 90% satisfaction. Consistently delivered year on year cost reductions of 8%

Managed the development of a 5 year incentive based maintenance contract that delivered 25% savings on the previous contract Reduced operating costs by $5million over 3years Met or bettered all business KPI’s including reduced response times Reduced costs and reduced absenteeism Introduced a culture of cost control and quality systems Managed the production of a disaster recovery plan and incident management plan for the business.

Operating budget of $20million, 250 employees. Centralised operations, introduced activity based costing and developed key performance targets for both the company’s employees and its contractors. Introduced quality principles and techniques to the team and played a key role in implementing the organisations first maintenance services contract.

Facilitated the introduction of a new award for base grade employees. Played hands on role in transitioning employees following the outsourcing of maintenance activities that resulted in $4million savings per annum.

Personally initiated a review of the land development policies and procedures and as part of a small team produced an industry wide solution that facilitated self certification of design and construction of donated assets including as constructed electronic data. Reduced labour costs by 900k per annum.

Developed skills in a range of positions from Technical Cadet to Senior Technical Officer Grade 3. Areas worked included infrastructure planning and design, estimating and urban land development.