I commenced working for the Sydney Metro - West project as a Senior Project Manager to complete the works to the Sydney Speedway identified in the independent reviewers’ report. Despite a difficult and comms sensitive environment, I was able to deliver the works on time and to budget.Upon completing the Speedway works I assisted the Brownfield works team with the INSW Gate 3 presentations before transitioning to Pyrmont Station as the Senior Project Manager. I championed the precast concrete structure initiative and oversaw the development of the pre-tender estimate with the cost team, the development of the construction program with the programming team, review and finessing the risk register with the risk team as well as overseeing the Pyrmont project governance and change control processes.I am currently managing the works required under the DLP, managing Sydney Metro’s contractor, the independent reviewer and the relationship with GSP.

Commencing in the commercial team as Senior Project Manager I was the lead negotiator delivering the execution of the TfNSW M12 / Sydney Metro Interface Agreement. I then transitioned into the delivery team and successfully managed the interface with the M12 project including the administration of the M12 Interface Agreement. I also managed the SBT Roads Interface Agreement (RIA) and finalised, and then managed the SSTOM RIA. I was also entrusted with the opportunity of being the acting Director Third Party Interface for the Sydney Metro Western Sydney Airport project for a duration of 5 weeks. During this time I managed the interface team resourcing, reported to senior management on relevant issues as well as managing my existing Third-Party relationships.

Leading ARTC's NSW and QLD Third Party Projects team of 5 I was responsible for managing a program of works which ensured that Third Parties wanting to work in ARTC's corridor do so in a safe and efficient manner. I led the PMO function for the program, managing cost, program, risk and staff levels as well as lead the relationship with the property and finance teams. I was also critical in the business standardising the project management process. Using my broad construction industry experience, I was able to understand the work proposed and its potential effect on the rail corridor.

I worked as Interface Manager on the Operations, Trains and Systems (OTS) contract on the $7.3Bn Sydney Metro Northwest project, which itself was a $3.5B PPP. This was a critical state significant infrastructure (CSSI) project with huge amounts of pressure to be delivered on time. I was instrumental in ensuring construction remained on programme by interfacing with the design team, construction team, Independent Certifier and authority bodies to ensure contract conditions were satisfied and all approvals were obtained to remove any barriers for delivery.I worked with RMS in a number of areas including being point of contact for the project, closing out WAD design comments, completions, coordination and assistance on the Showground Rd / Carrington Rd Bus Priority Infrastructure Project (BPIP). I also resolved many long standing design and approvals issues such as the Cherrybrook speed zone approval.I ensured Sydney Metro, other government agencies and NRT fulfilled their obligations under the contract, provided and presented reports on contractor progress on various items including Interface Agreements and progress of works. I also set up the management of Sydney Metro DBYD system from inception, internal governance approvals through to implementation and was the key point of contact for all Sydney Metro DBYD queries. Worked with property team, legal, and survey teams by chairing the property actions meeting, assisting with Deed negotiations and resolving issues.

Project Manager on the Station Refresh program and Wayfinding Program. The Station Refresh Program was a Sydney Trains initiative to conduct customer facing improvements to the top 40 highest patronage stations. With a tight budget for each station I successfully delivered these works within time and cost constraints. The Wayfinding Program is a TfNSW Customer Services Division initiative to upgrade and standardise station signage across the Sydney Trains network.

Involvement in a number of assignments including: - SME on a rail industry business case; - Program delay analysis on a SOPA claim; - Creation of a site investigations scope of services for Health Infrastructure; - Quantity survey and report on status of works constructed; - Assistance with expert reports; and - M2 upgrade - Contracts administration, constructability reviews, design reviews, and claims assessment.

Managing Arenco’s Integrated Management System (IMS) to ensure compliance with ISO9001, AS4801 and ISO14001.Providing leadership, training and guidance to staff in the use of the system as well as all changes arising from management reviews.Responding to audits from the Federal Safety Commission (FSC) and implementing system changes to ensure FSC compliance.

I was the Design Manager, Risk Manager and Quality Manager for ARENCO as part of the 3ARail alliance on the Southern Sydney Freight Line project. The 3ARail alliance was the duplication of ARTC’s freight line from Sefton through to Villawood. These works included the Sefton Dive, Sefton Triangle bridge, various bridges, retaining walls and services works.I also managed the PMO function for ARENCO. My work included generating ARENCO’s risk management plan and procedure, chairing all risk workshops and managing the risk register. I also managed the program team and design construction phase services team to resolve site issues effectively. Assisted in the development of new designs for Sefton Dive and other challenging areas. I effectively managed the interface between the designer (Aurecon), the client (ARTC), and the construction team with regards to the various utilities, civil and structural works. I also wrote the quality management plan and administered quality assurance on site including close off of quality assurance documentation in order to assure the project.

Construction management of all precast concrete, HVAC and fire sprinkler systems on the project including: design coordination, shop drawing management, subcontractor procurement, contracts management, off-site inspections, budget control / forecasting, WHS reviews including crane lift studies, programming of works, contractor coordination, erection coordination, quality inspections, and QA documentation.

Construction management of in-situ concrete, structural steel, precast concrete, roofing, wall cladding, and static ventilation including: design coordination, shop drawing management, off-site inspections, WHS reviews, programming of works, contractor coordination, erection coordination, quality inspections, and QA documentation.Managing of designers and drafters, responding to client design questions, RFI resolution, HAZOP issue resolution and management of the WAE drawings. Design management of the administration building, front entry, some site-wide building services, doors and door hardware, and signage.

Construction management of in-situ concrete, structural steel, precast concrete, roofing, wall cladding, roller doors, windows and louvers including: design coordination, shop drawing management, off-site inspections, contractor coordination, erection coordination, quality inspections, and QA documentation.Specialist contractor management for blast rated windows and doors including shop drawings, site coordination and completion signoff.

All aspects of structural design for various commercial, industrial and residential projects ranging in size from residential homes to 17 storey blocks of units. This included, but was not limited to, the design of footing and piling solutions, reinforced concrete, shoring, structural steel, precast concrete, pre-tensioned concrete. Liaised with architects, clients, and numerous other stakeholders (e.g. owner builders, developers, and residents) on each project.Reported on dilapidation and structural adequacy of buildings.