APM Advantage can design and implements process, resources and systems to ensure local, regional & global PMO success.

Moving into this role to focus on transforming departmental frameworks to support the effective planning and delivery of a multi-billion dollar capital works and facilities management asset portfolio, I’ve completed a total restructuring of the Department’s asset portfolio to meet strategic objectives. With full responsibility for the development of strategic plans, I am a member of the senior leadership team and a critical subject matter expert on areas spanning capital works delivery, asset planning, asset management and public private partnerships (PPP). Holding the position of Director, Planning & Delivery from 2009, since 2014 I’ve transitioned to the role of Director of Capital Works following a departmental restructure to focus purely on optimising the end-to-end delivery of a multi-billion educational infrastructure project portfolio. • Championed significant cultural and procedural change, achieving cost savings equivalent to one primary school a year by tightening the approach to inter-agency negotiations and supplier management;• Introduced innovation in planning and delivery of infrastructure projects, opening the door to social infrastructure partnerships by leading the first ever joint Department and Local Council school build at Concorde NSW;• Delivered a game-changing PMO system capable of combining multiple data sources spanning risk, project forecast costing, quality assurance, finance and integrating with SAP to improve visibility and control over portfolio’s large capital works program.

Joining the DET to provide strategic and operational leadership to strengthen the management of public and private partnerships (PPP) in 2008, I focused primarily on evaluating and realigning PPP agreements with strategic objectives, and establishing future-proof frameworks for PPP management to ensure maximum return on public spend. Quite quickly identifying a broad ranging opportunity to realise significant cost savings, my main impact was achieved by championing a commercial-orientation across all working practices, most notably demonstrated by driving significant improvements in the way the Department negotiated with private partners. • Achieved cost savings in excess of $50 million through effective negotiation and removal of variations from existing PPP contracts;• Designed a new operating model for PPP management, collaborating with EY to design and implement a multi-party deliverables calendar with forward planning capability.

Recruited to lead hands-on delivery of a portfolio of infrastructure projects for Energy Australia, my main focus was to project manage the build of a number of bespoke, state of the art training facilities to enhance staff learning and development. An invaluable opportunity to research global best practice in facility design, I leveraged world class designs and models to ensure achievement of strategic objectives, in addition to implementing robust PMO frameworks to drive efficient and economic delivery of build and refurbishment projects. • Build leadership capacity to negotiate more effectively with suppliers and partners, supporting ongoing goal of cost reduction and maximisation of return on investment;• Managed budgets effectively across portfolio, leveraging the result of effective negotiation to create surplus to re-invest in value-adding priorities.

Tasked with strengthening relationships between key customer St George Bank and United Group Services while ensuring achievement of budget, I provided a crucial link, and single point of truth, between St George’s executive team and the satisfactory delivery of portfolio of capital works projects. Identifying a number of key delivery issues, I focused on mitigating risk, reducing cost and refocusing service promises on core business deliverables. • Delivered projects for 4 major call centres and close to 100 branches, meeting time, revenue and budget KPIs;• Provided value-add advice to St George Bank on strategic portfolio investment;• Established PMO frameworks, closely monitoring KPIs across a large team of external PMs and consultants.

• National Project Director Amity Group 2005 to 2006• Asset Development Manager, Australia, NZ & Asia Dymocks Booksellers 2002 to 2005• Senior Project Manager Coles Myer 2000 to 2001• Executive Level 2 Facilities Manager Australian Securities & Investments Commission 2000 to 2001• Property Facilities Manager, Family Law Court of Australia Knight Frank Price Waterhouse 1999 to 2000• Property Manager Ashfield Municipal Council 1997 to 1999• Building Services Officer ABB Engineering Construction Pty Ltd 1995 to 1997