Currently working with the Land C4 Team with Army Signals Modernisation

Team Lead for the Joint CBRND Engagement with AHQ

Omni Executive was established in 2012 by former special forces senior officer, Jon Hawkins, as a management consultancy delivering niche strategic services to the Department of Defence.Since then, it has rapidly expanded into aerospace development, training and security, and specialist professional services.Our high calibre leadership team comprises experienced Australian, UK and US special operations and intelligence specialists, veterans, and former senior Australian Federal Police officers.Omni Executive’s constantly growing team includes a wide range of professional skills including business consultants, network architects, aerospace, mechanical and software engineers, analysts, researchers and hostile environment trainers

Strategia Worldwide provides Risk and Operational Consultancy Services - using proven strategic planning methodology to protect companies and organisations from risk in complex, volatile and uncertain environments. Strategia considers inter-related complex risks across silos and provides independent assurance to boards and insurers to reduce the total cost of risk, attract investment and increase profits. For further details please see http://www.strategiaworldwide.com

Rejoined The Citadel Group Limited to energise its presence on the DSS Panel. Working closely to support the 4 MSPs deliver against CGL's panel offerings and promote awareness of products across a wider portfolio.

Initially bought on as the Chief of Staff for an expanding advisory business which saw the recruitment of 17 new staff over a 6 week period through a negotiated deed. This period also allowed Aurecon to increase it presence in Defence (E&IG) and The Federal Department of Health. Integrated the new team into the wider company and then assisted with the development of new and emerging client engagement plans for Health (CASG) and DIBP (now integrated into The Dept of Home Affairs). Latterly assisted with The Defence Estate Quality Management System and Garrison Estate Management System.

The Citadel Group Limited (CGL), one of Australia’s leading professional and managed service providers with over 250 staff nationwide, a $54 million annual turnover, and an ability to ‘reach back’ and draw on the expertise of over 3,000 people. The Group’s client base includes government agencies at all three levels – i.e. local, state and federal. CGL is represented on over 200 different contract and panel arrangements nationally, many of them established agencies seeking specialist skills to deliver successful programs. CGL operates through semi-autonomous, individually branded and trading businesses that provide a breadth and depth of capability with a portfolio of specialised solutions and services. Tim worked with the AFP's Technology and Innovation Branch to enable People and Asset Force Protection.

Apis is a Canberra-based professional services firm of more than 80 professional consultants providing services to Federal Government across a wide range of sectors and numerous departments and agencies.Apis's core capability is program integration: management and delivery of complex policy initiatives that bring together elements of capability (people, process, technology) into tangible outcomes. Apis does this through provision of several service lines: strategic services; program / project management; business / systems analysis and process design; complex procurement.Tim was the Executive Manager for the National Cancer Screening Register Programme Management Office. This Budget Measure aims to create a single Register for certain cancer screening types, initially cervical and bowel, with future screening programmes added as directed by the Commonwealth. Tim has produced the Roadmap and other deliverables and is currently working on the Engagement Strategy to ensure all stakeholders were ready for the Register to go into operation.

Deployed at very short notice to assist with US Agency for International Development Ebola Eradication Program in Liberia. Accountabilities included:The delivery of services which allow medical staff to concentrate on patient management. Liaison with in-country stakeholders - Local Government and Health authorities. Recruitment and contract management of locally employed medical staff. Management of international core staff from 4 continents. Cooperation and engagement with construction companies - Floeur and PAE (USA). Maintenance of clinical standards and staff development - including the development of standard operational procedures for the Ebola Treatment Unit. Maintenance of core competencies, including the design and delivery of the training schedule. The design and delivery of outreach medical clinics to educate the local community.Assisted in the discussion of transition arrangements.Awarded the Australian Humanitarian Overseas Service Medal by the Governor General of Australia

Tim developed the crisis and emergency management framework for an iconic institution. This involved interaction at Board level to highlight where risk was being taken and provide mitigation options to reduce it within tight timeframes. He adopted a 'bottom up' approach which developed core first response assets, command and control capabilities and crisis management resolution using the centre of gravity approach, supported by specific-to-Business Unit Continuity Plans. This has involved close consultation with State (NSW and Victoria) Emergency Service providers, volunteer organisations and Local Government authorities. Additionally, Tim provided security advice to the company to meet the NSW and Victoria Police assessed threats of extremism, passive threats from oppositional groups, theft, industrial espionage, IT and Cyber security. He led a team of senior executives in their development as a functional crisis management team, using the 7 questions decision making model. He wrote the Strategic Security Management Plan and developed a program of works to modernise the associated security infrastructure on a deter-detect/observe/recognise/identify-react basis. This included consultation with the NSW Government (Ministry for Police and Emergency Services) and Federal (Attorney General) departments to conduct a review of Jurisdiction and Commonwealth Critical Infrastructure ratings. He wrote decision papers and reports for the Board of Directors.

Tim worked for the Vice Chief of the Defence Force's Strategic Preparedness Branch. He assisted with the authoring of the Defence Preparedness Manual, particularly the transition from Strategic level requirements to activities and tasks to deliver the same. This involved close liaison with the Defence Material Organisation and Capability Defence Group to ensure emerging capabilities are incorporated into the 3 Service schedules to deliver Government required outcomes. Tim also established the KPMG based Program Management Office, coordinating the activities of the Next Generation Desktop, Data Centre Migration, Data Centre Enablement, Data Centre Strategy and Roadmap and Infrastructure Services projects. He coordinated routine status reporting, finance staff, schedulers and Configuration Management activities before moving to take over as Project Manager for the SharePoint Collaboration as a Service Project, an emerging requirement. Here he managed the activities of 3rd Party vendors, interacted with Defence and SME stakeholders, articulated the scope, wrote the Project Plan, schedule, risks and issues logs, communications plan, and developed measures of effectiveness, confirmed project governance and interdependency requirements.

Tim assisted with the Business Development of the Connected Authentication Project, part of the Services Delivery Reform (SDR) Program. He wrote the People to Government Whole of Government (P2G WoG) Connected Authentication Strategy, developed the Service Level Agreement, established the P2G WoG Working Group (including its terms of reference) and developed the customer-focussed user business requirements for the next scheduled release. Tim also assisted with interdependency analysis and networking. At short notice, Tim assumed the role of Project manager for the eLearning element of the Health Identifier initiative. This required him to ensure Medicare Staff across the country had access to the latest policy guidance and lines of communication. Tim worked to the Head of Business Capability Development to ensure Medicare delivered the required outcomes within tight timelines and a controlled budget on behalf of the National eHealth Transition Authority. Tim was also responsible for producing the ongoing Training Management and the Post-Implementation strategies.

Senior Personnel Manager, Army HeadquartersThe Directorate of Army Plans is responsible for the delivery of personnel, assets, infrastructure and organisational capabilities to a workforce of 28,000 personnel. It is driven by The Army Plan – the strategic policy document which directs the structure of the Army out to 2020. Tim was responsible for the allocation of manpower and equipment liability levels, and ensuring agreed manpower liability levels were maintained in accordance with the current Defence Budget Portfolio, whilst ensuring required outputs and capabilities were maintained. This necessitated prioritising requests to meet current directives as stipulated in the Defence White Paper. With the Army some 1,100 people (4%) above its agreed manpower levels, this role gained importance as difficult decisions were required in a key human capital and resources program. Second in Command, 2nd Battalion, The Royal Australian Regiment (RAR)Tim’s key tasks and achievements included the delivery of Australian Corporate Governance standards, assumption of command for the Commanding Officer in times of his absence, and maintaining the Battalion to meet very short notice requirements as directed by Government, for immediate deployment options either in support of National interests overseas or, eg, the Queensland SES. His actions included both the human capital and resource requirements to ensure the Unit's preparedness for deployments to Timor Leste and Iraq. His efforts resulted in an increased grading in the Battalion's state of readiness as assessed by its immediate higher-level management.

The Combined Joint Operations Centre (CJOC) in Kabul is responsible for directing multi-agency operations and maintaining awareness of the current operating picture, allowing senior commanders to make informed decisions. It is manned by 85 officers and soldiers from 23 nations, each with differing agendas and caveats. It is also responsible for liaison with international neighbours, monitoring the activities of the UN and other government agencies, and reconstruction and development tasks. Responsibilities were reorganising the CJOC to accommodate additional capabilities, such as information operations, enhanced logistics and Afghan Security Force liaison assets. Tim briefed national ambassadors, senior politicians, diplomats and military officers up to the rank of General and Cabinet Secretary. Tim supervised, evaluated, assessed and disseminated information for the 5 multi-national subordinate commands, and maintained the CJOC core functions– situation awareness, reaction to and reporting of significant incidents, immediate assessments/contingency planning and crisis management handling. He wrote detailed assessments for senior personnel and organisations up to the level of the White House. On departure, he received 6 awards for excellence.

Operational Planner, Headquarters Joint Operations’ CommandHeadquarters Joint Operations’ Command is the primary Australian Command and Control HQ for all deployed Australians from the 3 services. It plans contingencies and proposes future options for Government consideration. Much of Tim’s portfolio here is classified and might be discussed in person. He assisted in this new Defence Capability’s initial evolvement. He planned the ADF participation in DFAT-led evacuation options from both PNG and Fiji from conception – the first planning activity for the new HQ, and accepted as the role model. He developed the Australian Joint Forces Planning procedure which became accepted as best practice. As PNG Desk Officer he led a Contingency Planning Assistance Team, a joint organisation from both DFAT and Defence to country. He developed intelligence-led contingencies and country analysis to enable stabilisation and the recovery of Australian nationals and assets after health endemics, natural disasters, or the collapse of governance in order to prevent such scenarios developing into a crisis, advising the Ambassador accordingly. Project manager - inter-departmental initiativeTim was the lead ADF Planner for the FaHCSIA-led Inter-Departmental Emergency Task Force tasked with intervention into the NT indigenous communities in 2007. This was a joint venture with the Department of Health and Aging, and the Department of Employment and Workplace reforms, the NT Police and Defence.

The Combat Officers' Advance Course prepares officers for command appointments in the rank of Major. A Major is responsible for the conduct, efficiency, management and wellbeing of up to 180 personnel, and subsequently responsible for the operational capability of a Battalion of up to 650. Tim was the urban operations and counter-insurgency package master, and introduced the course to operations in urban environments. He also introduced the counter insurgency module. He rewrote and updated 80% of the course in 6 weeks. This would usually take 9 months.

The Adjutant General is the Chief Human Resources Officer for the British Army, a workforce (then) of over 105,000 personnel. The branch’s responsibility included policy development for non-financial and welfare issues for the individual servicemen and their families, and decompression policies on return from deployments. As a key member of the management staff, Tim developed policies on non-financial conditions of service which became established at UK MOD level.

Tim commanded this Battalion for 25% of his tenure, including on operations in Northern Ireland and Cyprus. He was Chief of Staff for a multi-national and multi-agency task force (MOD, United States Air Force, Cypriot and British Police) for the protection of key assets and strategic bases operating in support of operations in the Middle East. He was exercise Director for Overseas Training exercises in Jordan and Belize. He was responsible for the relocation of the Battalion from Cyprus back to the UK, a significant program management task involving the move of over 1200 personnel, freight and personal effects. He restructured the Battalion’s internal management systems to enhance its efficiency through streamlined processes, particularly in procurement and training. By the end of Tim’s appointment, this Battalion had risen 34 places in the UK Army’s League Table of Merit.

The Royal Military Academy Sandhurst is the British Army’s initial officer training establishment. It is responsible for the training of officers to a standard where they can lead soldiers both on and off operations. In 18 months Tim twice reallocated staff and assets to positions within the Academy, a major human capital requirement. He negotiated new positions into areas which were suffering from a lack of expertise. This review is usually conducted biannually. He managed the Academy’s Budget (annual operating costs of ₤UK25M per annum inclusive of 13 sub-delegations), and was responsible for the delivery of media coverage for this internationally acclaimed institution.

Tim has been an Operations Officer for a Resident Infantry Battalion on operations in Northern Ireland, which required him to write position papers to cover the response to an IRA-established ceasefire, and the reaction to its breakdown. He has also been a commander of 250 troops in Bosnia on Peace keeping duties, which involved their career development and operational efficiency. He was Chief Logistics Officer for an organisation of 750 personnel spread over much of SW Bosnia and delivered sustainment operations in support of Non Government Agency led projects (building of health clinics/schools, and relocation of subsistence industries). During Tim’s appointments, his Battalion twice won the Wilkinson Sword of Peace.