As the General Manager I am responsibility and accountability for managing all aspects of Pressure Dynamics Hydraulic business in the Oil & Gas, Mining and Defence contracts across Australia.Accountable for the profitable and management of our operations, budgets, and technical standards. Ensuring the safe operating performance meets our targets and budgets throughout all areas within the business.Providing leadership to the business lines and ensuring that our contracts and projects are resourced, and that a planned professional approach is taken to the various business line activities, ensuring that the team meet current and future revenue budgets and execution objectives. Business Development, supporting tendering process, commercial management, ensuring the company’s QHSE policies are adhered to and develop.Develop and maintain relationships with potential and existing clients to generate and secure new and ongoing business opportunities.

The Mining Services division comprises of three business within the Aquirian Group. MagLok Australia, TBS Mining Solutions and Cybem Service. I am responsible and accountable for the profitable and efficient operations of all aspects of these companies. Ensuring the safe operating performance meets our targets and budgets throughout all areas within the business. Managing revenue, cost and capital spend, whilst actively promoting the company's growth in new business opportunities. Working closely with our Managing Director to identify business opportunities and fleet explanation. Develop and maintain relationships with potential and existing clients to generate and secure new and ongoing business opportunities. Fully responsible for financial management and reporting.

As General Manager, I manage the profitable and efficient operations of all aspects of the company's operational business. Review tenders and ensure all budgets are met for all areas within the business and projects / contracts. Manage all cost control on contracts and projects. Actively promote the company's growth and new business opportunities. Work with senior management to identify resource and training requirements, and establish training programs utilising performance review processes. Develop and maintain relationships with potential and existing clients to generate and secure new and ongoing business opportunities. Analyse proposed contract documents and oversee negotiations with clients and subcontractors. Develop and execute short and long-term business strategies. Full financial management and reporting, including setting budgets, monitoring costs and revenue.

I am responsible for the successful delivery of all tenders from enquiry stage through to contract award. As part of my role I ensure there is a vigorous technical review carried out and ensure the commercial model is right for both the business and our clients. Work closely with new and existing clients to manage their upcoming project requirements and maintenance contracts. I manage a team of experienced and committed professionals that work to ensure we provide a comprehensive tender that will deliver exactly what our clients require whilst ensuring our company maximises its business strategy and forecast revenue.

I was responsible for the growth, development of new business and the delivery of all Services such as:Mechanical Technicians, Insulation & Sheet Metal, Electrical and Instrument, Coatings and Fire Proofing, Planning and Scheduling, Scaffold and Rope Access and Managing all Venders and Subcontractors.I was accountable for the safe delivery of all activities and supported the transition from construction phase 4 to phase 5 maintenance operations. Working closely with our client, Chevron, to support their needs and add value to their business, whilst strengthening AGC footprint in the region.To deliver a wider value of innovation and approach to cost savings. I would run innovation challenges for identified problems. I would encourage leadership to harness the knowledge of people from across our business to derive the best solution. Working with the service-line, developing improvements in delivery, application of innovation, business governance and bench-marking. Tailoring improvement strategies and management of change programmes ensuring improvements are delivered.

Managing all aspects of the South Western Australian portfolio. Strong focus on growing and developing existing relationships with our clients, whilst creating new opportunities to further grow our portfolio in Mining and Oil & Gas. Leadership of engineering, projects and maintenance activities. Contractual goals are achieved through a continuous improvement lens, whilst leveraging growth from within the contracts, building strong and trusted relationships with clients. P&L accountability for the business, people development and strategic planning, whilst continuing to build sustainable solutions with local supply chains and communities.

Managed all aspects of an Offshore life extension programme for BG / Shell’s Lomond Platform, including significant inspection programme, through a team of OIE’s (Offshore Inspection Engineer), NDT Technicians, Vessel Management team and a Fabric Maintenance repair programme including a large-scale accommodation upgrade. Managed over 300 offshore personnel for a 17-month critical life extension programme. Multi-skilled trade personnel consisted of Mechanical Technicians, Riggers, Welders, E&I, NDT and Scaffold & Rope Access as well as a significant amount of Insulation and Coatings personnel to complete a major CUI and fabrication repair programme. As the Operational Manager, I was required to ensure all budgets and EBIT were delivered. Responsible for delivering and challenging schedule in safe controlled manner in line with the company procedures and policies. Planning and scheduling all third-party activities to ensure delivery. Assist in development and refinement of execution strategies to aid effective and efficientexecution. Deliver daily/weekly progress report during the development and execution phases. Provide input to the developing and cost management of campaign expenditure to ensure rigorous cost control.

I was part of a team that successfully won a 5-year BP Federal Maintenance Contract that would include managing all Scaffolding, Insulation and Coatings, including all rope access activities. The contract was valued at circa $125 million per year. This would not include additional contracts for TAR’s and platform extensions and capital works programmes. After a period of time as the Senior Manager on the BP Bruce Platform, the largest platform in the North Sea, I was asked to join BP to manage the full 7 platform contract. As the Operations Manager, I was required to carry out a lengthy and significant secondment to BP as an Offshore Contracts Manager. This role was created to help BP manage all offshore contractors throughout BP’s 7 assets. It involved managing the activities and key deliverable's of all major contractors such as Inspection, via Oceaneering, Construction through PSN / Woodgroup, Valve Maintenance via Petrofac and Fabric Maintenance which was delivered by Cape.This role covered engineering, sustained capital project portfolio, construction projects and maintenance support. Ensuring the business and associated contractors worked safely and efficiently. Development and delivery of contractual goals achieved by delivery against an agreed balanced scorecard with risk and reward mechanisms. Management of BP budgets, innovation and continuous improvement programme. Effectively plan critical work to the agreed schedule and reporting against the programme KPI’s.

Asset Operations Manager managing all aspects of both Onshore and Offshore Brownfield Engineering, major projects and maintenance delivery, drove organisational change and sustainable cost savings year on year through the application of approved business improvement initiatives. (Accountable for 300- 650 work force throughout Europe). Main responsibilities within this position were to provide an integrated framework for project organisation, planning and control which is designed to ensure the timely and cost-effective production of all the end-products and maintain acceptable quality standards. Most of our projects were successfully delivered under a Lump sum commercial model.