Joined Marand Defence in the role of Future Business & Strategy in January 2022 with goal of building sovereign industrial engineering and manufacturing capability. Author of manufacturing, transfer of technology and capability establishment studies for the primes, whilst leading the pursuit and capture of AUKUS, GWEO and Naval engineer, manufacture and sustain programs

In 2019, embarked on a new career as General Manager Industry Capability Development for the $50bn Future Submarine Program. This role was responsible for the transfer of technology from France to Australia. Whilst maximising the involvement of Australian Industry, ranging from Steel qualification to supply chain development to sovereign manufacturing and sustainment. Key success being the launch of the $900m manufacturing capability and capability establishment program. Finished with Naval Group when the Future Submarine Program was cancelled by the Government of the time.

General manager of the Integrated Systems business. I was responsible for 550+ people spanning 18 sites across Australia. Customers in Defence and Commercial markets both Domestic and International. Sales turnover over $150m per year. This was a true portfolio of projects covering Submarines Systems, Electronic Systems, ISR and the leadership of Over The Horizon Radar project before the JORN Phase 6 contract award. The team and I delivered sustainment and upgrades to Air, Land and Sea platforms and products. During the three year I was responsible for the consolidation of two sites into our main sites in Adelaide. Proudly, I can say that during the last year the IS business implemented its safety culture and through its implementation it resulted with zero lost time injuries or incidents.

Business leader of the Advanced Manufacturing and Engineering Technologies business for two years. Portfolio of projects covering JSF, Typhoon, Northrop Grumman, JSM, GTS Pods and Additive Technologies with a turnover of $35m+ per year.I led the development of a 10 year strategy for the business, leading the team to develop the plans that will enable it to be delivered effectively. Through investing time and effort in transferring the tools and techniques that I have learnt during my career, such as stakeholder management, project control, service excellence, lean and visual management, this has resulted in the business now performing as a self-managed high performing team, with a number of them now deputising for the leadership roles above them.Additional to this I draw on my considerable network back in the UK and USA. Through my empowerment I have driven the business to establish strong links with our internal customers, international and domestic customers, governments and university partnerships as well as strong supply chain links.

Primary responsibilities were to deliver the JSF Titanium machining facility to time (March 2014), cost of $3.85m and quality requirements. Delivered ahead of schedule and under budget. Additional responsibilities were to enhance the manufacturing business by establishing a new business strategy and capability management approach in order to best position the business to win new work from internal and external customers.Led the technology transfer from the UK to Australia of machining and assembly capability covering resources, processes, tools and technologies.

In this role I had the management responsibility of 14 people and a cost base of £2m. The main objectives of my role are to deliver on-base investment projects of a medium to large complexity for Royal Air Force bases. I was the project management lead and also the business development / winning lead and for Investment and Infrastructure Services, which supports the larger business in securing current/future workload and contracts for the business.

Programme Manager for the F-35 Lightning II Machining Facility Investment. My responsibilities included the leadership and integration of a number of areas covering, master planning, design, construction and installation of equipment into a state of the art facility. The programme contained a number of projects that were inter-related with the main achievement accumulating into a £22.8m business case being signed off up to the level of BAE Systems Chief Executive on schedule, ready for the project managers to deliver on time, cost and to quality requirements.

Project Manager of the BAE Systems Air Sector Long Term Partnering Agreement which was tasked with creating a 15 year partnership with the MoD, resulting in considerable business and cultural change for both company and the Air Sector. This task involved the management of 14 complex workstreams built up of BAE Systems and MoD personnel, in the delivery of 51 business milestones (success criteria and benefits) over a demonstration period of two years

I provided project management expertise to the Operations Strategy team in the deliver in a number of business cases and assessments so as to provide the Air Systems board with information required to support strategic decision for the business going forward 15 years. This included a secondment to Project Manage and deliver a large project on my own. Following the completion of the manufacturing strategy and approval of the Spares and Repairs business case. The scope of the project was to transfer the machine shop and its people from Chadderton (site was closing down) into Warton and integrate them into the business with the purpose of producing machined items for the Harrier aircraft Reaction Control System, the requirement was then to deliver an increased rate of 300% per month to the customer for life of the contract, whilst producing a competitive bid to enable contract award for BAE Systems