Inland Rail Pty Limited is charged with the delivery of the Commonwealth’s Inland Rail Project.

Infrastructure SA’s statutory function is to deliver high quality advice on South Australia’s requirements for significant infrastructure.

The IDAR Panel assists in the avoidance and resolution of disputes under the project contracts. The Joint Project Committee is a collaborative forum which oversees key interface issues on the project.

Reliance Rail has manufactured and is maintaining Sydney’s new Waratah trains.

Rigby Downs Consulting Pty Ltd is the entity I use to provide consulting services.

Academie is a grouping of senior executives with industry experience and deep skills, who have a common interest in applying these by providing commercial/financial project advisory, corporate advisory and project management services. Academie provides a network between its members enabling government and private sector clients to access specialised and experienced resources on a project or issue specific basis. Academie is ideally placed to assist when organisations need to augment their capability because their internal resourcing will not stretch beyond business as usual.Members of Academie have professional backgrounds in government, financial services, banking, accounting, law, planning, engineering and construction. They operate individually as sole traders, or subcontract to each other.Academie provides the following Services:Government and corporate policy advice and strategy advice;Business Case management and/or writing;Financial and commercial advice on project procurement, delivery, commissioning and start-up;Commercial principles development and project structuring:Financial modelling;Project forensic/restructuring/refinancing advice;Review services such as gateway reviews and contract performance reviews;Specific PPP and Project Finance advisory services in finance and funding, contracts and commercial delivery;Policy and strategy advice in areas of project procurement and management;Development of project commercial principals and documentationNegotiation support;Transaction Management of projects;Senior Project Management Joint Venture Establishment;Risk and Risk Mitigation; andClaims Management.

I assumed the role of Interim Chief Executive Officer of Inland Rail for a period of two months prior to the appointment of Nick Miller to the position.

The EnergyCo NSW Advisory Committee supports EnergyCo NSW with its work on the Electricity Roadmap

The New Dunedin Hospital Executive Steering Group provides governance over the infrastructure component of the New Dunedin Hospital Project in NZ.

Ontoit is an Integrated Advisory and Project Management Practice servicing clients across Australia.

I was Chairperson of the School Infrastructure Advisory Council (SIAC), responsible for developing and providing advice to the Chief Executive of School Infrastructure NSW (SINSW), the Secretary of the NSW Department of Education and the NSW Minister for Education on matters relating to building and maintaining infrastructure as part of the network of public school facilities in NSW.

Infrashore is the support services, parking, retail and redevelopment partner for Royal North Shore Hospital

The Delivery Director is responsible for leading the Inland Rail Program team and overseeing the delivery of construction of the Melbourne to Brisbane alignment. I was acting in this role on a part time basis for a period of 8 months.

WestConnex is Australia’s biggest transport project, a 10 year $15 billion 33 kilometer motorway development. WestConnex will extend the M4 to Sydney Airport via Rozelle and the city and duplicate the existing M5 East as an integrated scheme. The WestConnex Delivery Authority was established to progress the planning and delivery of WestConnex. Its delivery activities have subsequently transitioned to Sydney Motorway Corporation. As Chief Operating Officer I was responsible for managing the day-to-day operations of WestConnex and primarily responsible for ensuring the three stages of the WestConnex project were developed, contracted and delivered on budget, within the required time-frames and to the appropriate standards in a coordinated manner.

WestConnex is Australia’s biggest transport project, a 10 year $15 billion 33 kilometer motorway development. WestConnex will extend the M4 to Sydney Airport via Rozelle and the city and duplicate the existing M5 East as an integrated scheme. The WestConnex Delivery Authority was established to progress the planning and delivery of WestConnex. As Acting Chief Executive I was responsible for managing the day-to-day operations of WestConnex and primarily responsible for ensuring the three stages of the WestConnex project were developed, contracted and delivered on budget, within the required time-frames and to the appropriate standards in a coordinated manner.

Health Infrastructure was responsible for the planning, management and delivery of high value (>$10m), high risk, or high complexity major capital works projects and sub-programs within the NSW Health Asset Acquisition Program. As a capital works delivery agency, Health Infrastructure provided a centralised specialist group solely focused on major projects and contained a strong team of planning, construction and project management professionals to manage the delivery of projects for NSW Health working in partnership with Local Health Districts. It was also required to liaise with Treasury and other government agencies.In 2013 Health Infrastructure, with a team of 70 people, managed a portfolio of 53 projects worth $3.2Bn, 9 of which were in planning and 44 of which were in construction, with a total spend (excluding PPP’s) of $550m,.

In August 2004 RailCorp issued an Expression of Interest invitation for the provision of both single deck and double deck trains under a PPP arrangement to replace 498 non air-conditioned cars.Star Transit was one of four proponents short listed to provide a detailed proposal for both single deck train sets and double deck train sets. Three fully underwritten bids were submitted for various combinations of single deck and double deck trains. Reliance Rail was ultimately awarded the contract for 624 double deck trains in November of 2006 As Bid Director I was responsible for establishing a team of consultants and adviser to develop the various proposals for RailCorp, including legal, financial and technical advisers. United Group Rail and Mitsubishi Australia also dedicated significant internal resources to the development of the proposals.