Experience

Infrastructure Nation Pty Ltd

• Senior Associate - Commercial, Risk and Operations

  • Feb 2018 - Present

  Achieved a number of very successful roles, business and commercial reviews, risk reviews, ICT consulting and project management roles with Infrastructure Nation. Most recent roles include commercial support on the successful United Group CRN TfNSW Tender, Risk Lead roles on the MTMS2 South Bid (CPB/UGL for TfNSW) and on the Sydney Metro City & Southwest (SMCSW) PPP Augmentation for MTR/UGL/JH, the lead for a JV partner (JH) in the highly critical evaluation and selection of AIS systems for driverless Sydney North West Rail, Bid Advice for Parramatta Light Rail (PWC) and a projects review of MTM Melbourne franchises for MTR/JH/UGL.

• Principal Consultant - Dalnere Pty Limited

  • Dec 2016 - Feb 2018

  Dalnere Pty Ltd was established in 1990. We are a small firm providing Asset Operations and Maintenance (O&M), Commercial and Risk Management and ICT Systems and Services to the Transport, Construction, Mining, Property, and Rail Industries for more than 25 Years.More recently Dalnere has been extremely successful delivering for Infrastructure Nation Commercial & Risk Management and for John Holland, Asset Systems and O&M General Management in both the Heavy and Light Rail O&M industry and Large Construction Projects (e.g. Infrastructure Nation (SMCSW) and JHG, NSW Country Rail, North West Metro Rail, Canberra Light Rail and Sydney Trains)An outline of my personal achievements and extensive experience as Principal Consultant of Dalnere is as below.



Canberra Metro Operations Pty Ltd

• Interim GM Operation and Maintenance

  • May 2016 - Dec 2016

  Canberra Metro Operations will operate and maintain Canberra's new Light Rail system for 20 years when construction is completed. In my interim role I established the new entity and business, selected and appointed initial resources, reviewed the Design and Construction for long term cost effectiveness, oversaw the Accreditation process, negotiate and finalise commercial service contracts, produced Management Plans, Processes and Procedures, and reviewed the Asset Management ICT requirements. Canberra Metro Operations will operate and maintain Canberra's new Light Rail system for 20 years when construction is completed. In my interim role I established the new entity and business, selected and appointed initial resources, reviewed the Design and Construction for long term cost effectiveness, oversaw the Accreditation process, negotiate and finalise commercial service contracts, produced Management Plans, Processes and Procedures, and reviewed the Asset Management ICT requirements.



John Holland

• Australia
• Construction
• 700 & Above Employee

• Chief Financial Officer - John Holland Rail Pty Ltd and Country Region Rail

  • Apr 2011 - Mar 2016

  CFO of Australia's only private company to operate and maintain a Public Rail Network as a Rail Infrastructure Manager or RIM. Responsible as CFO and Manager Business Services for the design, development and implementation of all Financial and Commercial processes, procedures and matters that arose during the Project Conversion and Regulatory Accreditation stage and now the ongoing operation of this strategically significant new form of PPP for TfNSW. I was also responsible for employing the best available staff and sourcing, developing and implementing the most appropriate Financial Systems, Contract Management, Legal, ICT, Corporate Reporting and Commercial Management practises to ensure the business would be highly profitable and sustainable over its 10 year contract. To date the Business has exceeded all its original targets and KPI’s over its first 4 years (margins up 11%)



Thiess

• Mining
• 700 & Above Employee

• Chief Financial Officer - Thiess John Holland JV

  • Sep 2008 - Apr 2011

  Chief Financial Officer of Australia's largest road infrastructure construction project ($4.8b) - Brisbane's M7 Airport Link. As CFO and a member of the SMT, I attended all JV Board meetings and led a team of more than 80 staff establishing and operating all commercial and financial processes and systems. I was directly responsibility for project Forecasting, Subcontracting, Legal, Variations, Progress Claims, Insurance, IT, Commercial Reporting and Financial Governance and Systems. I was directly responsible and accountable to provided accurate, timely and reliable cost information as we became increasingly aware of how inadequate the price was on this fixed price contract due to a very complex and incomplete budget estimate. The value of the significant loss and its impact on our share price added to the extensive and invaluable experience gained whilst in this role. Thiess, John Holland, Leighton's Shareholders, Funders, Brisbane Council, Owner / Stakeholders, QLD Government and our project Subcontractors all relied on my management of the various contract issues, claims and disputes. More than 2700 complex commercial procurement work packages and supply subcontract agreements were necessary. My Commercial team and I provided rigorous financial and dependable contract advice and skills over a difficult and prolonged project term.



Transport for NSW

• Australia
• Truck Transportation
• 700 & Above Employee

• General Manager Finance and Commercial

  • Jul 2002 - Sep 2008

  Responsible for the overall Commercial and Financial Management of a significant Asset Management Organisation with an accountability of an Operating Budget of $813m pa and a Capital Budget of $776m pa I was originally employed as Commercial Manager but promoted after a short time to General Manager Finance. Whilst leading a large Finance and Commercial Team, I was responsible for the overall Commercial and Financial Management, Cost Efficiencies and Financial Controls of a Construction and Asset Management organisation with an annual operating budget of $813m and capital expenditure of $776m. I successfully managed, motivated and was responsible for 10 direct reports and 57 commercial / IT staff. I provided the change management necessary to successfully realign SRA and RIC Financial functions into the new RailCorp organisation saving many accounting positions whilst improving financial effectiveness in a leaner, multi-disciplined, highly technical, service and customer based organisation. I had corporate and operational rail asset management responsibilities including strategic financial planning, budgeting and various presentations to the Board and on occasions, State Treasury officials.



Dalnere Pty Ltd

• Chief Executive Officer / Owner

  • Jun 1996 - Jul 2002

  Owned and Operated my company with mixed Consulting Business's and assisted by up to 20 plus employees in the retail (Surf) industry and as a Corporate Consultant. Listed below are the consulting roles completed: 1. Queensland Rail Property Group (Strategic Management and Accounting for 7000 Rail Infrastructure Assets) Prepared a gap analysis, sourcing plan and business analysis and developed the software to facilitate the collection and recording of information for over 7000 facilities owned by Queensland Rail, including 1700 homes. I then managed their system implementation. 2. Q-Link, the freight division of Queensland Rail. This was initially a consulting contract to review their business processes. I prepared a process map, a requirements analysis, RFI, Evaluation etc for 5 key management information systems. 3. Airport Coordination Australia Pty Ltd I provide ongoing commercial, financial and accounting support to this complex joint venture company, responsible for the allocation and associated fees and fines for all aircraft landing time slots at both Sydney International and Domestic Airports. 4. Queensland Rail Facilities Division (Document Tracking, KPI, Cost Planning and Test ‘n Tag Inspection System design & development.) Over 6 years I investigated and prepared various work papers identifying business improvement projects and assisted the designed and development a Management Information Systems 5. Data 3 Qld Pty Ltd. (Project Management SAP Accounting Systems). As Project Manager for the prime contractor (Data 3) I managed this difficult SAP (R2) installation for Tasman Industries located at Rooty Hill in NSW. 6. North Goonyella Coal Project (Requirements Analysis / Supplier Selection) I was consulted to investigate, design and select a turnkey solution for an integrated Management Information System. 7. Sydney Ports and Pilots Service / Queensland Coastal Pilot Service (KPI and Invoicing System)



Bidvest Aust.Ltd

• Chief Financial Officer

  • Sep 1990 - Jun 1996

  CFO of this multi national, ASX Listed Public Company being the largest Food Service Company in Australia. Manettas / Burleigh Marr Pty Ltd operated from 21 warehouse distribution centres in four Australian states. Manettas Limited is a Food Service Distributor and Seafood Retailer with 560 employees, 137-vehicle fleet and sales of $280m pa from 5,000 account customers from small customers to large 5 Star motels and event catering companies including Qantas Catering. I was initially contracted for a 3 day Systems Accountant role and after several promotions for my achievements over a 4-year period I became the Finance Director reporting directly to the Board. My achievements were geared around a co-ordinated change program, which followed the correct identification of the true business system issues and priorities. I built and maintained relationships with relevant sales and marketing stakeholders to ensure a shared vision, integration and alignment of the real profit performers. The IT Department and software system improvements became my main tool to expedite the changed corporate and company culture required when the company progressed from a Private to a Public company. I led the Project Team, which was responsible for the specification, selection and implementation of the new computer systems into the distribution, warehouse and retail operations, utilising primarily the Masterpac inventory system. The improvements in the area of customer relationships, sales and a turn-around from business losses to $4 million pa profit was due to the improvements developed and implemented by myself. I achieved the profit turn-around by also focusing on the collection and compiling of relevant management information from the new operating software and financial ledgers. The provision of quick, accurate and relevant scorecard information assisted the management team to resolve change management impacts and issues.



Girvan Corporation

• Truck Transportation
• 1 - 100 Employee

• Finance Manager and Company Secretary

  • Aug 1988 - Sep 1990

  Responsible for Corporate Governance and Financial Management of the companies $1.4b Property Development Investments. This appointment followed several additional interviews with the three leading financial institutions and psychological evaluations.  I was responsible for the creation, implementation, maintenance and the report content of the financial information & reporting system for the internal Board of Directors for the Merchant Bank and Property Development Group operated by the Corporation. These systems were highly commended by the 26 Finance Institutions and prospective owners during several due-diligence exercises before and after appointment of a Receiver Manager to the group in Jan’90.  As Company Secretary and Public Officer of 47 active companies and unit trusts I managed and implemented computerised corporate registers and ASC/ASX reporting. I was responsible for and assisted by 11 professional commercial staff and 16 support employees in Sydney and interstate.  The Receiver Managers retained my services for a further six-month period following the 20% interest rates and the resulting financial collapse of the Group. Three financial institutions also contracted my services for specific modelling and project analysis assignments and/or several Property Development management steering committees.



White Construction Inc.

• United States

• Financial Controller

  • May 1981 - Nov 1988

  Responsible for the Project Accounting and implementation of mine accounting systems, processes and procedures for 3 newly developed and large Coal Mine Operations.  I was responsible for all financial and commercial aspects of the Mining Operations Group. Responsibilities included formal Board reporting on Project Evaluation and Analysis, Project Budgeting, Production and Cost Reporting, J.V. Negotiations, Sales and Foreign Exchange. This was a Senior Management position with responsibility for: Joint Venture reporting, Foreign commodity sales and currency dealings, Management reporting to Directors and Overseas Joint Venture Parties.,FBT, PPS, Sales and Company Tax Accounting.  Initially I was responsible for the development and operation of the Site Administration and Accounting including:  Direct supervision and management of 21 employees.  Senior Member of the Mine Safety and Training Management Committee.  Project Development of a 60 lot housing subdivision and construction of 12 executive homes.  Development and implementation of the product and activity based Costing and Budgeting.  Development and implementation of a “458 employee / 7 Industrial Award”, payroll system.  Development and implementation of an 11,000 line item Stores Stock Control and “paperless” Purchasing and Accounts Payable System.  Investigation, recommendation and installation of computer hardware and software systems.  Operation and Maintenance of all the above activities.  Control of Capital Expenditure and the respective Tax and Statutory Reporting.  Accounting Control of $600m Mine and Railway Capital Expenditure.  Direct management and supervision of supplier contracts & agreements. 