A key cog across TSA Advisory, helping clients with Operational Excellence, Readiness, Asset Management, and Project Delivery. Example assignments include:2023-Present: WestConnex Stage 3B and Western Harbour Tunnel Southern Tunnelling Works - Systems Assurance & Completions Manager Member of the senior leadership team for the $3.9bn Rozelle Interchange and $1bn Southern Tunnelling Works (enabling the future Western Harbour Tunnel). Leadership spans 16 staff (mix of TSA/HKA consultants and TfNSW staff), with the team accountable for Safety/Systems Assurance, Quality/Audit, Configuration Management, Information Management, and Completions/Handover across a complex project delivery and stakeholder landscape. This includes TfNSW, TSA/HKA, John Holland-CPB (JHCPB), Jacobs/Aurecon (JAIC), Greater Sydney Roads Asset (TfNSW), Transurban, Ventia, and varied utilities and local councils. 2022-23: Sydney Metro City & Southwest Independent Certification - Completions Lead Led definition and delivery of critical completions activities, summarising/agreeing contractual outputs and bringing together the key parties (Project, Operator, Contractor, and Certifier) to chase, collate and communicate evidence.2022: TfNSW Sydney Harbour Tunnel & Western Harbour Tunnel Strategic Management Review – Subject Matter ExpertProvided SME review of Ventia’s proposed vision and management system (circa. 30 elements), underpinning their 35-year contract for Asset Management and Operations across the high-profile Sydney Harbour Tunnel and in-build Western Harbour Tunnel (for completion 2028). Following review, our two-person team presented findings and improvement recommendations to TfNSW’s contract management leads. In addition to billable work, I am NSW business development lead for carbon consultancy across linear assets (Road/Rail) and have supported 20+ tenders (to $30m value) for PM, Commercial and Advisory services across Transport, Health, and Energy.

Contract/Part-time Program Lead across the Strong Foundations Program, comprising eight organisational change initiatives that impacted around 400 employees across this 6000-strong, not-for-profit, disability service provider. Reporting to the Chief People Officer, the role focused on providing co-ordination and governance across the Operations, People and Culture, Communications, and Change teams involved in "hands on" day-to-day delivery. Latterly, I was asked to support the interface between the Executive Leadership Team and the Board, becoming the company's first "Executive Officer" on a casual basis whilst a full-time incumbent could be recruited/onboarded. As part of this, I redefined CEO to Board reporting/governance and led rationalisation of the organisation’s extensive change portfolio (100+ initiatives), working with functional leaders to drive strategic alignment.

Project Lead or SME across a wide range of successful billable assignments and business development activities. Projects included:2022: Transport Asset Holding Entity (TAHE) / Contractor Management Framework – Business Governance and Management Systems SME2021-22: Austroads / Best-practice for Road Project Delivery – Assignment Director and P3M SME2021-22: ARTC / ATMS Train Fitment Strategy – Lead Consultant/Project Manager2021: TfNSW / 2021-2036 Medium Term Integrated Rail Plan “Operator Improvements” Stream – Strategic Planning and Operational Excellence SME2021: Metro Trains Sydney / Safety and Risk Management Review – Risk and Change SME2021: Cross River Rail Delivery Authority / Program Delivery Organisation Review – Technical Author and P3M SME2019-21: ARTC / Signaling Statement of Competence Project – Change and P3M SME2019-20: Hitachi STS / ETCS Level 2 implementation (Cross River Rail) – Business Readiness/Integration Lead and stand-in Project Director2019-20: Sydney Trains / ASB Process Review – Lead ConsultantAlongside advisory, I also played a central role in Bid Leadership, including work to improve the internal bid processes, and key contributions/coordination across $80m+ of successful tenders. This featured SYSTRA’s largest wins for several years on the Sydney Metro West and Western Sydney Airport Independent Certifier tenders. In addition to several major wins, successful panel applications and EOIs/RFTs included works for ARTC, ARUP, Austroads, Cross River Rail Delivery Authority, Hitachi Rail STS, Inland Rail, Metro Trains Sydney, Queensland DTMR, Rio Tinto, Suburban Rail Loop Authority, Sydney Metro, Sydney Trains, TAHE, and TfNSW.

Senior Project Leader for Network Rail Consulting, the consultancy arm of Network Rail (the UK rail infrastructure owner). Role covered Project Management, Change and Readiness services, with major projects including: 2019: Project Director for a detailed review of infrastructure incident response across Sydney Trains, commissioned by the Engineering & Maintenance Directorate (EMD). This involved leading five consultants, over 3 months, to critically appraise the existing ways of working, before building an agreed change vision and implementation plan. 2018 to 2019: Lead Consultant and client-side Assurance & Governance Manager in support of the Metro Integration Service Adjustments executed by Sydney Trains’ Future Network Delivery. This involved leading 8 consultants (from 3 companies) to deliver program governance, risk management, safety assurance, change and human factors services across all of the Sydney and NSW Trains business units affected by service pattern changes in 2018 and 2019. 2017 to 2018: Lead Consultant / Safety Assurance Manager for Sydney Trains’ Engineering & Maintenance Directorate (EMD), leading safety change across 2017 Timetable Readiness. As part of this, I owned the interface between the local program and wider company-wide readiness efforts, supporting a team of 3 to complete safety assurance planning, execution of compliance and risk/change activities, and go-live reporting to the local Executive and beyond.

As a program manager within Safety, Technical and Engineering (STE) my core accountability was delivery of a range of projects and engineering services, whilst maintaining control of requirements, finance, and resource. As part of this, I:• Managed the Home Safe Plan on behalf of Network Rail’s Chief Health and Safety Officer: providing strategic leadership, central co-ordination, and project/change governance. This included Integrated Management System: a program to rationalise the 23 separate management systems (inc. H&S, Quality, Procurement) in use across the business• Led the technology workstream of the Electrification Safety Delivery (ESD) program: orchestrating the division of £145m across our operating routes• Transitioned an £18m portfolio into STE following a re-organisation which brought electrification asset management into the function. This included rationalisation of a 140-project portfolio through analysis of strategic alignment & benefits: closing 100+ projects which did not meet value or deliverability thresholds. In addition, I inherited the incoming PMs, leading capability and governance improvements• Managed redesign of the service offering from our Structures asset management function. In the process closing an existing program with £4m unbudgeted forecast• Led the first 6 months of the Civils Adjustment Mechanism - a high profile program created following an Office of Rail & Road (ORR) request for re-submission of the proposed £1.4bn Civils asset workbank for CP5 (covering all Structures, Earthworks, Mining, and Drainage works between 2014 and 2019)• Managed concept development for the Business Critical Rules program: a £20m transformational change to re-engineer the company’s standards and specifications. This involved leading a team of 22 internal and external staff to create a benchmarked target operating model, before completing a risk analysis of Network Rail’s operations and producing initial designs for necessary changes.

Accountable for the business cases and development plans across a range of process and technology improvements on the Track asset (Network Rail’s largest asset class).Alongside project management of various initiatives, the role was responsible for:• Owning and adapting ways of working (governance, process and templates) used across the team of 15 engineers and 9 business change specialists • Managing the ideas hopper and prioritising effort across c.40 initiatives• Preparing investment & strategy papers - including co-authoring the Switches & Crossings improvement strategy for CP5• Promoting links between our central and route improvement teams in order to ensure strategic alignment, clear scope, and interdependency awareness

As a project manager on the SCADA project within Infrastructure Projects I was responsible for: • Two of five work-streams within this £70m program to unify 13 electrical control centres into two national SCADA (Supervisory Control and Data Acquisition) centres. These centres control traction power supply across the entire UK rail network• Work-streams covering both the back-end control system/centre and the front-end/trackside remote terminal units (RTUs) • Leading the on-time & on-budget output of 11 engineers: spending £1.3m per annum on the options selection (GRIP 3) and single option development & initial design (GRIP 4) stages • Quality of stage outputs, including: Overall program requirements, Reissued program schedule & estimate (within which we reduced contingency from £8m to £5.2m), Reapproved business case, Requirements and designs for technical products within my work-streams, ITTs for systems design and data supply lines, and any relevant project management documents (E.g. risk, comms, stakeholder & change management plans)

Kiki’s Language Service was a family business, based in London & Milton Keynes, offering professional Japanese tuition, translation and editorial services across the South-East. It ran between 2010 and 2016, serving hundreds of highly satisfied clients, until its closure due to our move to Australia.