Tim Lloyd Email & Phone Number

Melbourne, Victoria, Australia

As part of Lara Olsens exec leadership team, accountable for the Service Delivery function responsible for operations and maintenance of the network and treatment infrastructure for the South East Water area.

Melbourne, Australia

Responsible for Network Control & Operations team (145 people);Team & safety leadership, customer focused KPI outcomes linked to 24/7 network control and operations functions for Victorian Transmission, Distribution & Gas Networks. Broader accountabilities within the portfolio include business resilience, customer reliability outcomes including crisis & emergency management, deployment of advanced system augmentation project ($200m capex), operational business continuity and physical security including SOCI program.Awarded MDs Employee of the Year in 2020 for leadership during state emergency.

Melbourne, Australia

Leading the Customer & Energy Operational Team (65 people) responsible for electrical power systems, network security, emergency response, network operations and control systems (SCADA, GIS, NMS).The team undertakes detailed analysis of electricity (Transmission and Distribution) and gas works programs to ensure safe, efficient, secure and community focused network operations. The team also provides fault and emergency response capability during escalated events under a AIIMS framework.

Melbourne, Australia

Volunteered to lead the change program to design and optimize a new business unit responsible for all asset maintenance works planning, scheduling and access planning arrangements across Ausnet Services electricity network. The aim of the project was to reduce cost and enhance internal and external customer outcomes through people and process development. Ultimately asked to lead new group during recruitment, process change and transformation phases, responsible for the 5-year regulatory planning period, 12-month budgetary stage through short term scheduling, dispatch and network access functions. Project benefits:• Exceeded efficiency expectations delivering $1.5m (15%) labour saving in planning group in first year• Exceeded process efficiency target ($4.5m) delivering $8m pa saving through process & ‘rightsourcing’ strategies• Enhanced customer service results reducing 'customer inconvenience' by 54% through enhanced planning and scheduling• Improved customer & regulatory outcomes by improving notification compliance by 65%

Melbourne, Australia

Leading a combined workforce (~300) across 6 regional depots across south east Victoria. With accountability for work force safety, efficiency and KPI (Regulatory and non-regulatory) performance for all people and assets across the region. Assets included all transmission network (terminal stations and towers), distribution (zone subs and network) and communication infrastructure as well as buildings, grounds and support facilities. Responsible for all planned and reactive maintenance programs as well as small capital asset enhancement projects. Managed the team P&L budget of $40m OPEX and $90m CAPEX. Successes include:• Transformed underperforming safety TRIFR performance (80%), to leading results over 2 years,• Reduced customer complaints by 20% through ‘door step’ & back office process improvement,• Implemented large SAP, Mobility and Scheduling systems upgrades across the whole team, with associated change management leadership whilst also increasing employee engagement by 20%Key Result - Team awarded annual Inspire Award for most improved safety (TRIFR) performance. This resulted from taking region from bottom to top on inter company safety league table (22 business units) over two years.

Sydney, Australia

Interstate move to lead the bid team, resulting in award of 5( +5) year $460m OMFM contract. Developed the service offering, work management approach, asset management system, data integration and collaborative frameworks. Lead the mobilisation, recruitment and team integration of all Transfield (ex incumbent) and Sydney Water (outsourced) resources under Thiess Services:• Led bid team & development of project & awarded contract by client• Mobilised a 150 strong workforce• Established foundation for capital order book growth through performance and quality systemss.

Melbourne, Australia

Lead the 125-strong alliance team responsible for all civil, electrical, water and sewerage maintenance as well as asset management functions as well as RCM development. Additionally, responsible for customer contact team and dispatch functions. This alliance arrangement served South East Waters 1.4m customers and managed their $48m pa Network maintenance budget delivering YoY efficiencies: • Achieved best ever KPI results, safety, regulatory (ESC) and budget results in Alliance history in 2011/12 through process improvements, work force collaboration and visual management, • Introduced a risk based consequence model to stations assets saving 30% ($4m) annual costs. • Reduced safety failures by 15% by focusing on dynamic risk assessment and lead measures.

Coventry, United Kingdom

Responsible for leading the management team’s business planning and operational strategy development, facilitation of tactical business improvement plan, establishing 5-year order book, budget and unit cost profiles. Lead the expansion of the lean process improvement team across the wider business with responsibility for maintaining continual improvement standards and facilitating process improvement change:• Implemented performance framework extracting SAP data, benchmarking divisional performance and assisting regional leaders to achieve annual savings through contract and process improvements, • Drove lean problem solving agenda, removing waste and raising productivity 15%,• Designed and implemented incentivisation and annualised hours reward system, raising productivity, targeting key KPIs and reducing fatigue & overtime levels, whilst enhancing service outcomes against established regulatory KPI framework,• Transformed logistics arrangement for strategic stock, routine spares and at depot stock levels to save 15% running costs, increasing turnover and reducing stock holding.Left this role to emigrate to Australia

East Midlands, Uk

Volunteered for lateral transfer to broaden experience. Lead the Asset Management team responsible for long term asset investment, asset reliability and performance, network modelling and leakage management groups. With a mixed direct and indirect team of circa 500 people with primary responsibility to determine asset investment strategy to target regulatory improvements and enhance the regulatory outcomes. Responsible for regulatory reporting to DWI / OFWAT and evaluating strategy for AMP price review. Lead project team that developed and implemented ISO 55001.The 24/365 control room was also covered under this responsibility including network control, SCADA, network contingency planning, water quality, work risk assessment and network conflict management. Planning and scheduling of all work programs was also part of this accountability.• Reduced undesirable incident (long outages, flooding) by 25% through contingency planning & network control risk management practices,• Reduced overall work throughput saving £5-10m PA OPX• Supported successful bid for asset management & maintenance of military bases as part of coast to coast outsourcing.

East Midlands, United Kingdom

Accountable for the maintenance of ~45000km water & waste water pipeline network with associated ancillaries. Leading a combination of direct and indirect resources against a range of safety and OFWAT regulatory KPIs to agreed budget, delivering year on year efficiency.Leading the 300 strong BU based across the East Midlands area of the UK covering 4 major cities, associated shires with 3.2m customer population. Responsible for the full financial (~£20m OPEX / £60m CAPEX) and non-financial KPI framework.• Reduced safety reportable events performance (RIDDOR) by 30% to <3 over 2 years• Lead the first pilot of the companies lean program across initially one the multiple business units. This approach would later became a company standard• Supported development of Rapid Response Unit to resolve customer outages reducing KPI failure to below 7000 customers.

East Midlands

Responsibly for 50% (3.2m customers) of the STW network leading the 95 strong control and scheduling team responsible for all work control and authorisation, risk assessment, incident management, and scheduling of minor civil and infrastructure repairs. Team also managed the SCADA telemetry system for the network, ensuring high levels of asset availability, reduced risk and due diligence for network operations.Integrated new work streams (waste water network maintenance) to a combined water and waste water network management business unit, reducing overhead and expanding operational capability and risk management processes.

Continued Eductation Post Graduate Diploma, Sewerage Design And Operations, Distinction, Student Of The Year Award, Awarded 2Nd Place For Course Project.

1 year part time course leading to a post grad Diploma built around the design and operations of the waste water sewerage network.

Bachelor’S Degree, Mechanical Engineering & Operations, Honours 2:1

Awarded Student of Year Award

Certificate, Incident Controller Program, Passed

Successfully completing training and assessment for the certificate in Incident Controller under the AIIMS system

Leadership And Business Management, Distinction

Business management and leadership development

Program, Continual Improvement, High Performing Teams And Change Management, Professional Development

Activities and Societies: Change Management, Transformation Planning, MIFA, Lean Management, Balanced Scorecard, Business Development.

Continued Education Post Graduate Diploma, Water Supply And Distribution, Passed

1 year part time course leading to a post grad Diploma built around the design, operations and management of supply, treatment.

Hnd, Mechanical And Production Engineering, Merit

A full time Higher National Diploma (equiv to Degree) focusing on techniques or mechanical and production engineering. Two end of course.