- Ensuring a smooth transition into the new franchised model within the defined timeframe . - Transitioning the existing agency through to closure and the re-deployment of over 250 staff, Bus depots and Bus operators to new franchise. - Establishing an appropriate governance framework, establishing essential plans such as transition and people plans, risk management plans, asset registers and communication and change plans - Keeping the focus on the day to day running, service reliability, clean and well-maintained buses and depots ahead of the transition to the Franchise model- Implementing and driving strong employee engagement and positive culture

- Responsible for an Operating budget of $260M and $1B Direct Capital Budget and a further $3.3B Indirect Capital Budget - Accountable for the co-ordination of operational and business readiness activities across Sydney Trains- Accountable for the interface between the NSW Government and various Transport Agencies such as TfNSW, Sydney Metro, RMS, State Transit and the Coordination Office. - Lead the construction and Implementation of the new high-Tech state of the art Rail Operations Centre (ROC)- Key interface representing Sydney Trains with Sydney Metro Executives on the detailed design, extensive planning and tender evaluation of Stage 2 for Sydney Metro City and South, including major re-build of Central Station, Sydenham Junction and the Bankstown rail line.- Oversees multiple programs of work which are required to future-proof and maintain the Sydney Trains network to cater for rail growth and demand. - Accountable for the delivery of high priority projects including a state-of-the-art Rail Operations Centre, Sydney Metro integration, delivery of several timetables, implementation of new rolling stock, the introduction of new signalling systems, infrastructure projects to deliver extra capacity, and driving a large transformation and change program as Sydney Trains moves closer towards a digital railway.

- Operating budget of $550M (Opex) and $250M (Capital) and a workforce of over 3,300 employees, led several major change technology initiatives.- Advise, support and influenced TfNSW's design of the future rail plan that considers growth, technology and infrastructure changes which is now part of the NSW Government’s 2056 Future Transport Strategy.- Successfully led several major change programs, brought on by technology or changes to operating practices. Key outcomes included the introduction of new rail timetables that provided an extra 1500 services per week, which were coordinated while delivering on performance outcomes for safety, reliability and customer service. - Responsible for leading outputs with TfNSW to develop the long term vision to completely replace current signalling systems with ETCS Level 2 (Digital Systems) to enable the ability to increase capacity on the rail network.

In my capacity as Sydney Trains Executive Director, I was a Member of benchmarking organisations facilitated by Imperial College London known as Nova/Comet and former Chairman of ISBeRG. Fortunate to visit several Transport Agencies and railways across the world to examine benchmarking best practice. I have a wealth of world practice knowledge in the transport industry from a customer, operational and engineering perspective.

Responsible for an operating budget of $830M (Opex) and $900M (Capital), I led the successful transition from the previous RailCorp Service Delivery Structure into the newly established Sydney Trains Director Customer Service and Director Operations Directorates. Key drivers of success included establishing 'Visual Management Cells' to drive cultural and behavioural change from Executive level to front line supervisors. Reform programs to incorporate into the fixing the trains campaign that delivered efficiencies and drove improvements to the customer experience. He also sponsored several major capital programs including the automatic pay system “My Time and Pay”, and led programs that unlocked network capacity, championing a signalling program that automates signal box functions. In addition, led the establishment of a major program to replace and upgrade the CCTV network and introduced the “First Impressions Count” strategy with front line staff and how they interact with customers.

Accountable for all aspects of customer service and operations which included an annual operating budget was approx. $1B and a direct capital budget approx. $900M and an indirect capital budget approx. $200M.- led the operational preparedness and the introduction of the new Rolling Stock (Waratah trains) including interfaces with Downer/EDI, PPP consortiums and other Government Agencies. - Delivery of customer service improvement programs such as delivery of new night ride services, more Guardian Services (travel safe at night) and Quiet Carriages as well as the major makeover of stations to deliver the ‘wow factor’, painting out graffiti inside carriages every night (1000 cars painted every night) and delivery of the Customer Charter.- Led reform programs such as Operations Division’s blueprint, introduction of a new signal box management structure, Cleaning Division Reform and a Service Delivery’s Management refresh that adjusted the General Management team

Following several presentations to various UK Railways, I was approached by Docklands Light Railways (DLR) in February 2011 to take up the Olympic Preparation Manager role in London. In March 2011, I was seconded to Transport for London to assist with the planning of rail transport for the 2012 London Olympics.During his time in London, I ensured DLR, London Underground and other Transport Agencies were operationally ready for the 2012 London Olympic Games and worked with the agencies on their detailed transport planning. My time at DLR was limited, due to taking up the COO role back at RailCorp in Sydney, however I continued to work remotely with morning and nightly Skype meetings to embed processes and strategic planning. The London Games were very successful and he felt privileged to have contributed in some way to their success.

Responsible for a workforce of 800 staff, $180M operating budget and $20M capital program to provide customer focused safe, reliable and efficient train services. During his appointment, he delivered $8M in efficiencies across the operations division and improved reliability from 92.1% YTD to 96%.- Oversaw the real time control of all train services, signalling, incident management, special events, service planning and the management of operational systems and facilities. Some of his key achievements include delivery of complex national and international events such a World Youth Week, APEC, V8 Supercars.

Tony was responsible for annual operating budget of $22M, the fare box of $528M and $40M (PA) in station upgrades and maintenance programs. He managed the end-to-end operations and customer service of 304 stations and an overall workforce of 2,800. Some of his highlights include the successful train planning for the Rugby World Cup and establishment of the Emergency Response Unit comprising RailCorp’s Fire Services Unit who respond to incidents and liaise closely with Emergency Services agencies (Fire Brigade, Police, Ambulance etc.)

This position was established to provide single accountability across operating rail divisions for the delivery of major programs. - Responsible for the coordination of critical projects, across the various rail divisions to ensure they were delivered within budget and on time and that they offered tangible operational benefits, with minimal impact or disruption to customers and service reliability.Some of his highlights included: • The electrification of the line to 1500volt DC traction between Dapto and Kiama on the south coast.• Quadruplicating of line between Turrella and Beverly Hills enabling fast trains to separate from slow trains. • Planning and implementation of the new rail line to the airport and the specification for the new Epping Chatswood Rail Link (ECRL)• Duplication for parts of the Richmond branch line, providing extra capacity. • Imbedded new rolling stock (millennium trains) into service including training of train crews, operational staff and operational and contingency plans.• Led the development of incident and emergency procedures across rail.

Tony was responsible for the real time management of train operations and incident management and the administration and leadership of 150 staff. He was accountable for an annual operating budget of approximately $17M, 2,800 passenger services per day, real time management of approximately 90 incidents daily, balancing of rolling stock sets and planning and progressing freight movements through the metropolitan network. Key highlights include: • Responsible for providing strong leadership and management of 150 train controllers and coordinate management of other divisions within the control centre.• Delivery of train control reform which saw a reduction of approx. 50 positions, amalgamation of train control boards and establishment of new train control boundaries.• Successful delivery of rail transport task for 2000 Olympic games and Paralympics.• Planning and implementation of 2 new successful timetables and the new airport rail line.• Premiers Award for Royal Easter Show transport task 1998.• Premiers Award for Incident Recovery Project.

Due to the complexity of operational activities and dependencies to deliver the rail transport task for the Olympic Games, the Chief Executive appointed Tony to coordinate all operational activities across all rail divisions. This ensured all aspects of operations, incident management and infrastructure projects associated or dependent on the delivery of the Olympics were delivered. Key deliverables include the successful implementation of:• 5 timetables required to successfully deliver the transport task.• Coordination and construction of the Olympic park line and station.• Coordination of numerous infrastructure project required for the Olympics.• Management of numerous Olympic test events, including planning and implementation.• Development of numerous operational plans for crowd management, incident/ emergency management, security deployment, rolling stock etc.• Development and implementation of Workforce plans. • Delivery of the transport task for the Olympic and Paralympics games.• Commendations for Olympics from State Rail, Olympics Coordination Authority (OCA), Olympic Roads and Transport Authority (ORTA) and Minister for Olympics.