The Level Crossing removal Authority (LXRA) is responsible for the removal of 75 of the most dangerous and congested level crossings on the Melbourne metropolitan network which will enable more trains to operate and reduce traffic congestion. Interface Manager on the Southern Program Alliance (SPA) since November 2019.

The Level Crossing removal Authority (LXRA) is responsible for the removal of 75 of the most dangerous and congested level crossings on the Melbourne metropolitan network which will enable more trains to operate and reduce traffic congestion. Interface Manager on the Caulfield to Dandenong (CTD) Project which involves the removal of 9 level crossings through construction of 7km of elevated track, construction of 3 new stations and upgrade of approx. 75km of rail systems between city and Cranbourne/Pakenham. Value of $2.7 billion. Duties include: - Interface between LXRA and the Alliance - Governance role to ensure Alliance complies with contract requirements and intent. - Member of AMT, and attend all ALT meetings - Review and submission of all papers to ALT and administration of these.

Regional Rail Link is Australia’s largest infrastructure project, valued over $4 billion. My position has been on the $1.2 billion Footscray-Deer Park section, the largest and most complex brownfields section. Reporting to the RRLA Project Director and Alliance General Manager, responsibilities include:•Scoping and document preparation for the Initial and the Final Proposal Phase, including budgeting, estimating, work methods, liaison with stakeholders and communications, environmental, program, design, safety teams, AROs, etc.•Tender evaluation, including role as chair of the technical evaluation committee.•Interface management role with RRLA, and Manager KRA and Performance within the Alliance.•Key liaison with the Alliance Leadership Team (Board). Achievements include:•Kept the Initial & Final Proposal and Due Diligence phases to original program, despite very tight timeframes, including negotiating approx. $100m of additional works over a 3 week period in the Due Diligence phase.•Was seconded into the Alliance team constructing the project, as Alliance Management Team member representing RRLA, as the most senior RRLA team member.•Played a leadership role within the Alliance Management Team, which has successfully led a group of over 400 on-site staff comprising seven alliance partners, including two design houses and two construction companies, to complete an extremely complex project some 7 months ahead of schedule, with high quality workmanship and exceptional community outcomes.•Was instrumental in developing simple reporting tools for KPIs across the project which are linked to the contracted risk/reward regime. Achieved a reward of approx. $19m for the project.•The project won the Partnerships Australia Infrastructure Project of the Year, March 2014 and the Australian Construction Achievement Award in 2015.•Acted as Project Director from October 2014 to August 2015 for the close-out portion of the project.

The Department of Transport (now Dept. of Transport, Planning and Local Infrastructure (DTPLI)) is responsible for delivering transport infrastructure and services in Victoria, including road, rail, trams and marine. Reported to Director Infrastructure Projects Division and was responsible for the delivery of the Wodonga Rail Bypass Project, with a budget of $213m. Main responsibilities included scoping the project, assisting in negotiating the final contract with ARTC using the South Improvement Alliance, managing client-side requirements including internal reporting, liaison with external stakeholders, other government departments and internal DoT divisions. Achievements included:• Successfully managed a $213 million project on time and under budget.• Improved the outcome of the project by negotiating, with the SIA alliance, to secure an additional $50m funding from the Federal Government during the project to duplicate the train line.• Successfully negotiated claims and scope changes to the mutual benefit of all parties.• Successfully negotiated mutually beneficial outcomes with local stakeholders including landowners, Wodonga City Council and VicRoads.• Was instrumental in preventing delays to the project by overcoming Aboriginal heritage concerns which threatened to completely stop the project, through negotiation and ongoing liaison with affected aboriginal groups. Maintained relationships and negotiated an outcome to provide aboriginal artwork from two aboriginal groups.

The City of Boroondara encompasses Hawthorn, Kew, Camberwell, Balwyn and Glen Iris. Reported to the Manager Capital Works & Strategy and was responsible for liaising with client departments to develop design briefs, tendering and awarding design contracts, leading the design phase, liaison with stakeholders, development of construction contract documents, tender assessment, review and reward, contract administration, project supervision, financial control, programming and monthly reporting, close-out. Achievements included:• Vital member of the team that increased output of the Capital Works department from 60% to over 90% of the agreed yearly capital works program.• Project managed all of the large capital works projects in the municipality, including the Boroondara Sports Complex, Civic Precinct Renewal, Hawthorn Town Hall Upgrade, Hawthorn Weightlifting centre. • Played a leading role in coordinating Council’s response to the Victorian drought and severe water restrictions including the supply/demand for Council’s water. Set up a high level committee within Council as well as being on the MAV Water Technical Task Force, and dealing with Melbourne Water, Transurban, Yarra Valley Water, other councils, clubs and businesses.• Introduced a number of governance and progress initiatives to Boroondara including safety management, quality assurance, risk management, forecasting and financial controls, and project management skills. Was able to vastly improve the content of contract documents (scope, safety, insurance and reporting requirements) and letting of contracts.• Reduced Council’s power consumption through innovative program of energy efficiency, particularly around lighting. Reduced Council’s legal exposure through DDA compliance program and footpath inspection/renewal program. • Acted as the Manager, Capital Works & Strategy during periods of absence of the Manager, and was Acting Manager, Asset Management Dept. at time of departure.

Baulderstone Hornibrook Engineering Pty Ltd was the engineering arm of the Baulderstone group of companies following amalgamation with Hornibrook Engineering. The company undertook major engineering construction projects across Australia and in New Guinea. Worked on a diverse range of projects around Australia including several marine projects in Adelaide; NE Busway project, Adelaide; Anzac Bridge project, Sydney; Sydney Airport third runway; Gold Coast Highway, Helensvale Interchange and Road Duplication; City Link Project, Melbourne. Achievements included:• Experienced a diverse range of heavy engineering projects - small projects to very large projects.• Was exposed to all different aspects of contracting / project management from estimating, tendering, contract administration, supervision, client and stakeholder liaison, quality assurance, programming, forecasting and budgeting.• Was promoted over my 14 year career from Site Engineer, to Project Engineer to Project Manager.