TasWater is an incorporated company providing water and sewerage services to homes and businesses throughout Tasmania with annual sales revenue over $300m, an infrastructure asset base exceeding $2.2Billion, and about 920 staff.

Governance, strategy

Management consulting, governance, strategic analysis

Member of Advisory council to Victorian Minister for Manufacturing on defence-industry matters

ANZ Terminals Pty Ltd is an independent operator of bulk liquid and gas storage facilities with plants located at major ports throughout Australia and New Zealand providing over 250000m³ of storage and handles over a million tonnes of bulk liquids each year.

Program advice to the Board's Connection Committee for the $2 billion irrigation infrastructure project in northern Victoria.

Interim CEO whilst change agenda underway aimed at improving water delivery services to the farming community in the Riverina region of Australia.

CEO of Australian operations for the HPH Group (a Hutchison Whampoa company based in Hong Kong). Infrastructure, Stevedoring, Ports Operations, Logistics. Supervised $700m of greenfield infrastructure development of new container terminals at Port Botany and Port of Brisbane and a container intermodal rail terminal at Enfield NSW. Installation and commissioning of advanced stevedoring equipment, and recruit/train a diverse skilled workforce of 250 staff. As CEO, managed the infrastructure, systems, processes, and people into full operational stevedoring status. Brisbane terminal opened by the Deputy Prime Minister The Hon Warren Truss in January 2014, and the Sydney terminal is to be opened by the NSW Premier, the Hon Michael Baird in July 2014. First large ship operations started at Brisbane in August 2013 and in Sydney in April 2014.

DMO is responsible for approximately $5.5B p.a. of capital acquisitions and $5.5B p.a. of sustainment (whole-of-life support) to Australia’s Defence Forces. 7000 staff at over 40 sites. Responsibilities:• Internationally: National Armaments Director (Australia)• Actively support military operations overseas with provision of superior materiel to troops• Deliver defence projects and sustainment on time, on budget, to the required quality, capability, and safety• Make DMO more business-like, accountable, and outcome driven• Maximise defence capability to the Military and the Nation• $120 Billion of business under management, comprising over 200 major programs• Devise acquisition strategy and influence commercial environment (28000 person defence industry sector) for success• Represent Australia in overseas environments as National Armaments Director• Accountability to Government via ministerial charter from the Minister for Defence• Held accountable to Parliament via Senate Estimates and various parliamentary committeesSome facts:• 93% of DMO's $11 Billion p.a. budget went to suppliers, 7% was spent internally• Significant improvements in recent years in delivery of both new equipment and sustainment• Major Project Acquisition project costs were in aggregate within budget• Delivered over $230m of efficiency savings in each of 2008/09, 2009/10, and 2010/11• CEO led an executive team comprising 4 Deputy Secretaries (called General Managers in the DMO), 14 SES2/Star2 Division Heads and about 30 SES1/Star1 Branch Heads.

Design, servicing, and enhancing the Australian submarine fleetResponsibilities: • Transition ASC to become a whole-of-life support organisation including modifications, maintenance, capability enhancements, and training• Provide six fully operational submarines for use by Navy and the Nation• Position ASC for the imminent restructuring of the Australian Naval shipbuilding industry consistent with the Government’s Defence Capability Plan.• Change the company culture and overcome previously disastrous relations with the customer.• Grow Australian capability to cover the exit of the original boat designers, Kockums of Sweden.• Ready the company for sale in accordance with government policy objectives.Achievements: • In December 2003, the Federal Government awarded ASC 15+5+5 year contract (valued at around $3.5 Billion) to support the boats following effective interface with stakeholder departments: Defence, Finance, Treasury, PM&C, Industry, and DFAT• By early 2004, submarines were leaving maintenance periods on time and high quality design work for submarine enhancement was being undertaken by ASC. • “Working together” culture with the customer was achieved by 2004• Business Plan Review introduced to aid a successful whole of company change management process emphasising customer focus, high end skills recognition, and outputs delivery

Responsibilities:• Led a new division with US$1.8 Billion in recently acquired assets• Business Unit leader with US$420m revenue and US$82m earnings• Managed 3400 staff spread across fifteen locations in eight countries• Integration of recent Mergers and Acquisitions into Boeing• Development of strategic growth plans for information services for the aerospace industryAchievements:• As Program Manager, met earnings and economic profit (earnings less a charge for capital) targets in 2001, despite significant adverse affects on the commercial aviation industry from the 9/11 terrorist events• Integrated Jeppesen (1550 staff) and Continental Graphics Inc (1500 staff) into Boeing and completed acquisition of SBS International of New York• Developed business plans (especially Crew Information Services) that were being enacted that added to net shareholder value at Boeing• Executive responsible for the successful MyBoeingFleet web portal for the aviation industry• Co-led, with VP (Research and Feature Strategy) of Boeing a techno-commercial strategy for e-enabling the as-flying and new fleet of commercial airliners • Led and managed Boeing’s successful defence of the Airbus initiated anti-trust action in French courts that saved Boeing at least US$300m • Graduated from the Boeing Executive Leadership program in October 2001From September 1999 to October 2000 Boeing senior executive Air Traffic Management Melbourne and SeattleResponsibilities:• Chief Executive Officer of the Preston Group in Melbourne Australia• Strategic and policy work in Seattle USA in new era Air Traffic Management Achievements:• Exceeded revenue and profit targets at Preston in 1999 and 2000• Developed successful succession plan (all key executives retained after the acquisition)• ATM strategic work helped lead to the creation of a new business division at Boeing in November 2000 responsible for Air Traffic Management.

Governor's Representative on CouncilChairman of Finance CommitteeChairman of Audit committeeChairman of Investment committeeMember of Senior Personnel CommitteeMember of Industrial relations CommitteeChairman of Selection Committee for new Chancellor

Company Director during the lead up to the IPO on the ASX and the period thereafter

International exporter of advanced Australian developed Simulation and Modelling Information Technology products for aviation industry.Responsibilities:• Conduct a difficult corporate and operational turnaround for the owners (venture capitalists Nomura Jafco and Advent, Sun Microcomputers, and the CSIRO).• Strategic analysis of industry and company’s position within the industry• Complete overhaul of business model and restaffing• Managed staff (mostly IT professionals) in Melbourne, Washington DC and London UKAchievements:• Shrank company by almost half and then regrew it via recruitment of dedicated people to create/implement urgent cultural change • Attracted a new round of capital raising based on new business plan• Project managed a revised version of the main software product that achieved international acceptance and became used by almost all the world’s civil aviation agencies by early 2000s• Doubled turnover in 18 months and customers increased by 33% within 18 months• 30% loss to revenue ratio turned to 25% profit to revenue ratio within 18 months• Defended company successfully in significant pre-existing product litigation case in Hong Kong• Managing the acquisition and the professional advisors on behalf of the Vendors in the sale of Preston to Boeing, created high returns for all shareholders and protected all staff positions.

Chairman of the Board 1996 to 1998.

Lightning and transient protection, earthing. Exporter of Australian developed and manufactured technology.Responsibilities:• Led a vertically integrated company comprising advanced electronics manufacturing, sales (50% domestic, 50% export), marketing, R&D, and support functions. Main markets were Defence, Telecommunications, Building services, and general engineering.• Led development of international alliances, strategic direction, and public representation• Initiated and managed Mergers and Acquisitions• Manage Intellectual property creation, retention, and sale (numerous patents, trademarks, and other design related I.P) Achievements:• Grew company from 60 to 130 staff. In four years, revenues trebled.• Profitable growth averaged 25% compound throughout that period• Won the Australian National Export Award in 1996. • Conducted selected acquisitions and established distribution structures in each Australian State, throughout Asia, some in Europe • Progressive HR activity (including personally negotiating two Enterprise Agreements when these were new in Australia) and innovative staff training initiatives in partnership with Government authorities• Won multiple national awards for innovation, quality, research, design, and marketing• Managed acquisition of Global for Global’s shareholders by Erico Inc of Cleveland USA in a transaction organised that was most attractive to exiting vendors. • As part of the acquisition conditions, completed a nine month transition role reporting to the President of Erico involving post-acquisition integration and international strategy.

Electronics design/manufacturer to Industrial, Electrical, Defence and Communications sectors Program managed operational advances leading to over 50% revenue and profit growth. Developed new factory and R&D facilities at the new Tasmanian Technopark for Critec. This company developed from an electrical-mechanical engineering company (involved with design, manufacture and export of turbo-machinery) where he was Director (Engineering) 1982 to 1986.

Gumley was a founding Director, and Finance Director of the now Australian Stock Exchange ASX200 listed CAD software company Protel (1986-91) and led the migration of operations to Silicon Valley in the late 1980s.