Operations Manager - East Coast

• Aug 2022 - Present

Excited to have joined the team at Silver Edge to grow the group across the East Coast and develop further their capability not only in the Rail Asset Management space but venturing into other sectors in the future. Silver Edge is an engineering and IoT technology specialist for asset management of critical infrastructure, operating within an asset management ecosystem, supporting infrastructure owners with global industry expertise by combining domain knowledge, analytics and technology experience in asset management, with a focus on rail, mining, ports, and future industries. I am using my overall industry experience to identify areas where our skills and approach can aid various clients and looking to add value to service providers with differentiators in their standard offering. I'll also be supporting the team at BG&E Resources with projects across a number of areas.

Divisional Committee Member

• Nov 2021 - Present

Senior Associate - Rail Lead (Vic/NSW)

• Jan 2022 - Jul 2022

Senior Business Manager

• Feb 2021 - Jan 2022

As a senior leader in a signalling design and construction organisation, I was engaged to support and add value to the group in its growth and development strategy to grow into a more comprehensive rail solution provider. A key focus is working with the staff to develop improved project and contract management techniques and tools to better meet our client’s requirements and to work with our Competency manager to develop the training and competency management division of the group. I also undertake a consultant role to a variety of groups in an SME capacity leading configuration change through to asset condition and strategy advisor.

Track Renewals Manager

• Jan 2020 - Jan 2021

I joined MTM in their newly restructured Renewals group to take the previously outsourced track delivery AIWP program into an insourced model. I also brought into my portfolio the Mechanised Maintenance Programs and an accelerated focused program of defect removals. From a small group purely managing a single contractor to delivery approx. $40m pa of work the group has grown under my leadership to a self-performing group of technical and management staff with contract support to delivery circa $65m pa of work. The contract management of the new delivery vehicles was a focus for me with both short term and multiyear long-term partnering contracts set up which was a change from previous MTM models. Working to incorporate KPI’s across the main contracts has also allowed the group to reinforce not only MTM values and behaviours but also allows for detailed trend and improvement analysis and improved financial sustainability.

Manager Track Programs

• Mar 2017 - Jan 2020

As Manager Track Programs, I was accountable for all remediation programs across the Sydney Trains managed network. The twelve programs under my control amounted to circa $100m per annum as part of the annual works program and comprise a mix of programs, including all reconditioning projects, transom and sleeper replacement programs and the mechanised maintenance programs incorporating resurfacing and rail profiling. With a small management team supported by internal engineering and site delivery teams plus external providers under ongoing master services arrangements, my role encompassed maintaining governance across procurement and delivery policies, supporting delivery against the agreed scope and budget and managing compliance with regard to safety, quality and environmental standards. I remain involved with TfNSW and Engineers Australia in the delivery of the new Diploma of Track Engineering and am acting as a mentor to a number of the current pilot candidates.

Maintenance Operations Manager

• Feb 2015 - Mar 2017

The Maintenance Operations Manager role required me to manage and oversee all routine maintenance activities of the Central Coast Territory. With a workforce of 125 across two bases covering 4 disciplines, the territory incorporates 266 kilometers of track, in excess of a hundred and fifty turnouts, major bridges, various level crossings and six tunnels. This role incorporated direct involvement with Planning and Support staff, while day to day operational responsibilities included staff, technical requirements, budgetary and safety management. Overall remit was to develop, manage and lead a high performing team out of Gosford and Hamilton bases, to deliver maintenance in a safe, reliable and customer focused manner and a commercially comparable cost.

Technical Manager

• May 2013 - Jan 2015

A natural progression from the role at UHVA, I developed the role of Technical Manager across all National Rail projects. Drawing on my technical experience and assurance management skills, the role requires involvement across all projects in driving consistency of approach to produce a quality product while ensuring all client requirements and standards are met. I was also involved in the development and expansion of the Leighton Swietelsky Joint Venture leading the development of the Quality Assurance systems and practices and also by examining new equipment and technological advances. My key objective for Leighton Contractors National Rail Group was to drive efficiency and assurance across design and delivery - by using lessons learnt across past and current projects to reduce NCR’s, learn from trends in RFI’s and drive clarity and understanding of design through into construction. I held the position of final verifier and approver for QA documentation such as PCP’s – again to further enhance the consistency of delivery across the business. I also had the responsibility and the accountability as the Chief Engineer for track and civil disciplines within the group. As the recognised Subject Matter Expert in these fields I was required to assess and sign off competencies of staff to demonstrate suitability in certain roles and also was involved in detailed Risk Assessments and Design and Constructability Reviews.

Technical Development, Quality and Assurance Manager - UHVA

• Feb 2010 - May 2013

My key objective in the Alliance was to direct the technical development and construction of the UHVA programme of projects and ensure the solution and delivery meet technical, quality and interface requirements with all parties. As Quality Assurance Manager I also managed all documentation verification and assurance tasks managing a small but skilled team to further enhance the standard LCPL processes to fit the rail industry and Alliance requirements. I achieved this by close liaison with the ARTC Asset Management and Operations teams and other key stakeholders, throughout all phases to ensure the correct technical solution for each project was reached while ensuring best for asset legacy. I developed a deliverables tracking system to improve project close out which has been adopted by the client as best practice across the route and worked with the Asset team to ensure all assurance documentation was delivered in a timely manner in accordance with the contract, specification and meets all the asset teams’ requirements for ongoing asset maintenance. In addition to the Technical and Quality Manager Role, I also acted as the Project Manager for the Feasibility stage of the Liverpool Range Duplication project – a $250m plus project critical to the Hunter Valley Coal Chain in its forecast increase in production in the future. In addition to management of this key technical solution development, Anna was also responsible for all budget and programme management for this scheme.I was also a member of the Alliance Management Team, with responsibility for the overall governance and success of the Alliance and an approver and sometimes author for Board and industry papers as required securing finance for the phases– following the ARTC Project Management Procedure PP-157.

Project Manager

• Oct 2006 - Dec 2009

In this position I worked with Network Rail as Scotland Territory Project Manager for a high profile short turn around project involving improving the infrastructure prior to a timetable increase for high speed traffic. Managing the development of the route workbank and securing funding via the Network Rail investment process circa £18m yearly spend. Co-ordinating the delivery of the works with the Infrastructure Maintenance team and Infrastructure Investment personnel and full responsibility for all cost and progress management against the authorised budgets and volumes for each workstream. I was also involved as required supporting Lend Lease Projects Transport Division and BLLC in business development and tendering opportunities. Again in a consultant role with Network Rail I was employed as the Scotland Territory PM for a national estates survey project. Liaising with the national project team and managing the Survey contractor to undertake estates surveys utilising new technology and data systems. Cost, programme and Resource management were key to this role Within the BLL company, I was involved in managing a variety of tenders where my technical knowledge of the Railway Industry could assist the Client and BLL. Working to develop the Transport Group in Scotland and the North of England, combining recent project delivery experience and business management skills to add value to both the Client and Lend Lease Projects.

Engineering Delivery Manager

• Aug 1996 - Jan 2006

Worked for the Rail Group from Graduate position through to Engineering Delivery Manager. In my final role as EDM (Construction Manager) I was esponsible for the overall management of the delivery of a number of Track led Multi disciplinary schemes within the S&C Alliance workbank under WCML and NWR Major Works teams circa £40m per annum. All schemes involved a high level of construction planning to enable multiple contractors to deliver along the same route at the same time. I was responsible for all projects undertaken by the North West office, aiming to deliver all works within the agreed timescales and on budget. Taking the lead on all interface matter where a high degree of client and contract liaison was required. Also involved in business improvement processes, staff management and development and Safety, Quality and Environmental issues within the team. I also developed a new handover strategy with NWR and managed all scheme completions to the client. Also involved in the management and technical support of other projects within the Major Projects division. Managed the designs from a construction perspective and ensuring compatibility in terms of programming, safety, and costs. As Construction Responsible Engineer (CRE) I was responsible for ensuring the constructability on all the S&C Alliance sites, including reviewing designs against proposed methodologies to ensure Safety and correct compliance with the relevant standards. Working closely with the Alliance Design Manager and also the Client's Designated Project Engineer (DPE). Previous roles within the group had been working on major rail junction reconfigurations, emergency heavy maintenance rectification projects and also time spent on secondment within Railtrack (The Client) as Design and Construction Engineer plus secondments in Head office within the Business Development, Estimating and Procurement departments.

Area Track Maintenance Engineer

• May 2001 - Feb 2003

ATME for Liverpool Area - specialising in GCC rectification and development of high traffic area daytime access. In this role, I managed the Liverpool Area’s Rolling Contact Fatigue workbank and worked with both the Zone and HQ to develop new ideas and initiatives for preventing this problem and improving the infrastructure. I was also responsible for undertaking technical audit checks on the Maintenance Contractors sites works and management systems. Prioritising issues and reacting to sudden changes was a key skill required for this post. I liaised closely with many other departments in particular the Production staff to arrange access and assist the contractor to carry out their works both safely and efficiently