SYSTRA is responsible for all design activities related to transport systems and interfaces with civil engineering works and will also coordinate detailed designs for underground stations, road interface management and assess proposals from rolling stock manufacturers.

As the PMC's Interface Manager I managed the interface management process between the various contractors to ensure interfaces are identified, discussed and any changes agreed in a timely manner. Liaising with management teams; both the Client and Subcontractors; the execution of works related to the interfaces at each location is agreed and monitored through the implementation phase including ensuring the change is correctly documented, reviewed, risk assessed and approved and depicted into the design.

I steered LORAC to AEO status for Rail Projects in NSW. I was responsible for the management of LORAC's System Assurance Program ensuring LORAC design complied with all government policy, legislation and probity requirements. Compliance was monitored against the Contractual and technical specifications with independent verification activities performed and validation gained in accordance with the Inspection & Test Plans and associated checklists. The role included the establishment and maintenance of the systems assurance function within each rail Project, ensuring that Project systems, procedures and practices were correctly implemented and adhered to across all areas of the Project.I previously delivered the Adelaide Electrification Project's Safety Assurance case.LORAC used ComplyPro from ComplyServe to monitor the status of requirements and provide traceability. ComplyPro also tracked: Verification & Validation status; Change; Hazards & Controls; Non Conformances; Project Issues; Design Decisions and Construction Activities.

This senior management position had a dual reporting role. Firstly to the Engineering Director who sat atop of the Alliance Configuration Management Team formed by members of both Raytheon and ASC within the AWD Alliance and secondly to the ASC Corporate Technology Control Manager within ASC. In both roles I was responsible for setting Configuration Policy and direction for the configuration management team including specifying the tools and processes for managing configuration items, documentation and data. The Alliance CM Team worked interactively with the Raytheon and ASC Teams to ensure that they managed configuration in accordance with the Alliance Policy whilst maintaining their own companies Quality accreditation. To be successful the Alliance strived to ensure all aspects of the Project were managed efficiently, effectively and that complete, accurate and authorised information was produced prior to its delivery to the RAN.The Shipbuilding CM team worked with ASC Corporate and Shipbuilding teams to ensure construction of the HOBART Class ships was performed to the correct configuration.

This role reported to the Engineering Manager and was responsible for the management of the Configuration Team, development and maintenance of the Configuration Management System and the recording of configuration data provided to customers.The position was paramount to the Marine Division, ensuring engineering data was managed through a methodic process including design reviews, engineering change control and audits. Lifecycle control was applied through the configuration management tool and provided traceability whilst maintaining an efficient turn around of information issued to production centers - reducing rework and downtime.Through regular liaison with Management, Customers, Technical staff, and Production I managed and optimised business processes in relation to engineering activities providing sound configuration management and documents control systems to gain any emergent efficiencyopportunities. This included development of the CMMI processes over policy, plans, proceduresand instructions relating to configuration and change management and assessing feedback and metrics.Configuration Management data was a critical contractual deliverable at ship hand-over. On-going audits and validation of the data was performed to ensure that errors were identified and corrected efficiently.Liaison with Management, Customers, Technical staff, and Production was vital to the role.The position also managed training to all staff in the operation of computer software, databases and processes in accordance with site procedures to maximize user efficiency.

As the Engineering business analyst I was responsible for identification of opportunities to improve business processes. In the role I identified opportunities to streamline activities, implement cultural change and establish more efficient business inline with the introduction of Sherpaworks 2.1.By ensuring delivery of comprehensive training to Subject Matter Experts and the provision of complete documentation in respect to functions, processes, reports and user-guides a seamless introduction of the new system was achieved.With my previous configuration experience, I was assigned the responsibility of principal signatory for acceptance of data migrated from the legacy system, ensuring that all outputs were tested and met specification.To maximise business effectiveness I was accountability for supervision and direction of the Sherpaworks test team involved in maintaining, modifying, enhancing and testing software.Employment, prior to 1997 is displayed by title only. Skills and experienced gained are included below.

Interface between design office and manufacturing to resolve issues. Configuration of cars for SEPTA

Specialist fault finding on electric suburban trains - process updates

Dual trained Mechanical and Electrical apprenticeship