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March 2013 to date – Business Excellence and Management Consultant (Provisus Pty Ltd)

Assisting companies with strategic and management planning, building Business Process Architectures towards ISO9001: 2008 accreditation, project planning and management, risk planning, change management strategies and leaning processes to increase revenue and profitability.  This includes working with clients/staff to produce process maps, procedures, processes and references in order to optimise efficiencies and ensure a collaborative understanding of company procedures, policies and technical instructions.

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October 2015 to date - Elected as Local Government Councillor for the City of Rockingham (Baldivis Ward)

March 2014 to date - President -  Baldivis Events (NFP providing free entertainment events for the suburb of Baldivis)

March 2015 to June 2016 - Business Advisory Board member - Australian Play Therapists Association

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March 2013 to March 2014 - Apache Energy Ltd

Contractor/Consultant (Logistics – Varanus Island Compression Project (12 month Contract))

  • Mapped and wrote procedures/processes to support/improve Supply Chain and Projects.  This included working with departmental staff to produce collaborative (and leaned) workflows, writing a change management strategy and training personnel

  • Produced risk mitigation plans for road and maritime logistics

  • Planning of all logistics operations to meet project requirements

  • Maximising utilisation of marine vessels 

  • Implemented management controls for contractors to protect the schedule and budget

  • Full management of contractors (marine and land logistics (domestic and international)) and the project logistics budget (circa $8m)

Selected Achievements

  • Introduced measures to reduce financial/operational burden (maritime operations run from Exmouth to reduce costs (stevedoring and mooring fees by circa $40K per birth) and reduce risk of IR actions (through Dampier), improvement of quarantine procedures and ‘leaning’ existing processes to improve efficiencies.  275% increase in cargo movement within the original budget ($6m – domestic logistics budget)

 

May 2012 to March 2013 - Complete Fire Design

General Manager - (SME – 33 employees)

  • Mapped all core processes and highlighted waste.  All core processes re-mapped and re-written (workflows), engaging employees with the mapping process to improve efficiencies.    This led to greater project efficiency, employee engagement and profitability

  • Re-structured the company to align with strategy (regrouping teams to support O&G projects which included change management strategy)

  • Training in the principles of Project Management and Contracts Management to Fire Design Engineers/teams

  • Introduced governance into all projects (Daily logs/Risk Plans/Action Plans/Work Packages etc.).  This reduced re-work, improved project targets & customer satisfaction and ensured more control on projects leading to increased profits on projects

Selected Achievements

  • Orchestrated the initiation, architecture and execution of the ISO 9001:2008 Quality system.  This included change management strategy, coaching and training of all employees (Certification completed within 5 months – Bureau Veritas).  This yielded the opportunity for more lucrative contracts within the O&G sector

  • Challenged existing contracts and recouped some $50K of variations to original scope (also highlighted the potential for further claims prior to leaving the company)

 

Jan 2012 to May 2012 – Spotless Defence

Project Manager – (6 month contract)

  • Managed the process and application of tenders and contract documentation in accordance with Government standards

  • Managed all aspects of projects (including budget) to ensure compliance with corporate and statutory legislation. 

  • Ran workshops and used Lean practices to improve process efficiencies and project delivery

  • Produced project delivery & risk mitigation plans to reduce risk and ensure timeline and financial targets were met

  • Provided guidance to contractors to ensure all work was carried out in accordance with contractual and business Key Performance Indicators

  • Regular auditing/monitoring of the compliance process to provide Continuous Improvement

  • Provided stakeholder and client management support throughout the project(s) lifecycle

Selected Achievements

  • Leaned and re-wrote all main Tender & Delivery processes by engaging employees and extracting ‘best practice’. The new processes were adopted by head office.

  • Project (construction) delivered on time and within budget

 

July 2011 to Dec 2011 - Western Power

Project & Change Management Consultant within Business Improvement Branch (Short Term Contract)

Planning

  • Identified gaps within the current roadmap that would adversely impact project outcomes

  • Developed a detailed program delivery plan

  • Facilitated development of individual project delivery plans

 

Project Management and Reporting

  • Provided program management support

  • Ensured appropriate governance requirements were met

  • Developed weekly project and program reports

  • Coordinated monthly sponsor and stakeholder update reports

 

Change Management

  • Assisted/facilitated on several BI workshops for 8 projects using Lean/Six Sigma practices to reduce time & cost for the Transmission Access Process

  • Developed change management strategies and plans for the program

  • Managed and coordinated change management activities across the program

  • Developed both internal and external communications strategies for program implementation

  • Provided day to day support and guidance to individual project initiatives within the program

  • Facilitated change management training

Selected Achievements

  • Wrote and implemented the complete governance procedures for BI program within Western Power.  This reduced significantly the risks to the program and improved reporting discipline

 

July 2010 to July 2011 Starr Structures Custom Fabrications & Installations

General Manager 

  • Overseeing all Quality Assurance in line with appropriate (welding) standards (AS/NZ 3834, 1554, ISO 9001:2008)

  • Ensured coordination, alignment and consistency between Strategy, Revenue and Productivity

  • Capacity planning

  • Author and Manager of the Quality Management System

  • ‘Leaned’ operation processes to maximise efficiencies and maintain a strong industry reputation.  This reduced significantly the double handling of material s

  • High-level program planning and management (risk plans/program schedules/Tenders/P&L etc.)

  • Responsible for ensuring company compliance on legal obligations under corporate and statutory legislation, including OHSE policies

Selected Achievements

  • Managed the fabrication and installation of the ‘stage’ canopy in Forrest Place, Perth CBD

  • Implemented OHS policy and procedures (in the first 8 months of employment) and led the company to a finalist position for the 2011 Endeavour Awards for Safety Scheme of the Year

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Department of Defence – British Army (Royal Electrical & Mechanical Engineers) 1988 to 2010

Distinguished 22-year career as a member of the British Armed Forces (Army - Warrant Officer) with significant experience as Manager mainly in Engineering for the production planning and repair of plant and equipment.

Some key appointments as a Senior Rank include;

 

  • Member of the organisations’ core management team for Action & Risk Planning and the production/management of the Engineering Management System

  • Management of 120 personnel (as a Warrant Officer)

  • Repair, production and maintenance scheduling and planning to ensure maximum equipment availability (vehicles & plant)

  • Chief quality auditor responsible for production and execution of the audit programme and management of the audit team

  • OHS Manager for the business unit

  • Senior welding advisor/manager to the organisation for the Apache helicopter fleet of 67 aircraft worth some £3.1 billion. Business and process development/improvement of the department to ensure constant alignment with the ever changing military strategy

  • Training, development, coaching of staff

  • Quality Assurance inspections of all repair work carried out in accordance with related standards

Selected Achievements

  • Organised the planning and managed the initiation of a Communication and Information Systems (CIS) upgrade involving five separate contractors in order to provide a more robust and secure communications network across the organisation

  • Designed and developed training programs for team and personal development purposes.  Leading and instructing 110 personnel over a period of 1 week engaging in a variety of outdoor activities: yachting, sailing, mountain biking, hiking

  • Reviewed, developed and documented repair scheme procedures to provide better functional trade support and capability to 67 Apache Helicopters, worth some £3.1 billion, in a rapidly changing and high intensity military aircraft environment

 

Key Performance Areas and Professional Strengths

  • Analytical Abilities – Strong quantitative analysis skills; and experienced problem solving. A disciplined thinker who is capable of making sound and logical decisions.

  • (Change) Training and Development - With the sharing of talent and Neuro-Linguistic Programming (NLP) skills, mentors and coaches by providing the tools for others to become successful. Rewarding employees for achieving desired results; in turn, achieving the physiological, safety, social and esteem needs of the individual.

  • Strategic Planning – Visionary lateral thinker with highly developed strategic planning ability and organisational skills.  Armed with information, forms appropriate strategies in order to maximise success.

  • Leadership – A keen promoter of new ideas and initiatives, and a strong believer in collaborative perspectives.  A natural spearhead for setting new direction and supporting, coaching and motivating others to achieve results.

  • Operations Management – Expertise and ability to evaluate existing operations, link with customer demand and drive innovative programs that result in cost effectiveness, efficiencies and ability to achieve results on time and according to organisations principles and values. Management of human and fiscal and other resources to effectively support and achieve organisational outcomes.

 

Community Involvement

Hundreds of hours dedicated to community development and charities supporting causes such as children’s hospices, homeless charities and the British Heart Foundation to name but a few:

  • Business Advisory Board Member for the Association of Play Therapists Australia

  • Chairman of the board of Baldivis Events (not-for-profit organization)

  • Represented Great Britain on ‘Scrapheap Challenge’ (Junkyard Wars – Mega Challenge) filmed in Los Angeles, USA.

  • ‘3 Peaks Challenge’ – climbing Britain’s 3 highest peaks in a 24 hour period (Ben Nevis, Scarfel Pike and Mount Snowdon) for the homeless.

  • Completed the ‘Great North Run’, a 13 mile half marathon, and a sponsored walk of 26 miles (full marathon) for children’s’ hospices.

  • London to Brighton bike ride, on a self made bicycle (British Heart Foundation)

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