Experience

• 

  Aurizon

  • Australia
  • Truck Transportation
  • 700 & Above Employee

  • Retired

    • Dec 2023 - Present

    Time to hang up my playing boots and head into retirement I have had the pleasure of learning from some great leaders (and what not to do from some not so good)It’s time now to slow down relax and enjoy family and travels

  • Regional Maintenance Manager

    • Jan 2020 - Dec 2023

• 

  Maintenance and Engineering Management

  • Gladstone Queensland

  • Looking for next opportunity to make a difference and deliver maintenance and operational excellence

    • Jan 2018 - Apr 2019
    • Gladstone Queensland

    Senior leader in operational(utilities and production), maintenance and engineering roles over 30 years experience in mining and refining.demonstrated track record of successfully leading teams in the delivery of benchmark performances in maintenance and operations.Track record in improving safety performance to deliver zero injuries in many teams in high risk environments, building a culture where people understand and strive to work safe for themselves not others.Many examples of developing teams, business transformations, cultural change, productivity and asset management improvement in large complex organisations in many parts of the worldStrategic thinker delivering transformational results in Operations, Maintenance and HR arenas

• 

  Queensland Alumina Ltd

  • Gladstone, Queensland 4680 (Brisbane Area)

  • Maintenance and Engineering Manager

    • Sep 2016 - Jan 2018
    • Gladstone, Queensland 4680 (Brisbane Area)

    Safety• Delivery of Training and competency assessment of leaders on key safety initiates – Toolbox meetings, safety interactions and Prestart risk assessments to improve safety culture and performance• Achieved 9 Months recordable injury free 2016 -2017 in department new record Leadership• Leadership of 200 QAL employees and 350 contractors delivering projects including Turnarounds ($30M), Capex ($60M) and Major maintenance ($25M) from feasibility through to execution and commissioning.• Leadership of engineering professionals to deliver site systems and processes for asset integrity, Engineering delivery, Maintenance system design cost, schedule and governance.• Design and implemented training systems to improve leader’s daily routines and work methods.Business improvement• Contractor use expenditure and budgetary controls (45% reduction ($35M) 2015 to 2017).• Maintenance budget improvements $30M, Major maintenance savings $10M, Capex expenditure savings $20M, many savings at lower levels of organisation with Crane use $3M, NDT $2M showing buy in by teams at AP/maintainer level.• Development and use of detailed KPIs and tracking systems to ensure cadence to project delivery and commitments are maintained.

• 

  Queensland Alumina Limited

  • Australia
  • Mining
  • 400 - 500 Employee

  • Maintenance Manager

    • May 2015 - Sep 2016

    Safety • Delivery of Training on key safety initiates – Toolbox, safety interactions and Prestart risk assessments• Pilot for QAL rollout Critical risk controls to manage fatality risk exposure at QAL• Implemented improved contractor management system and standards resulting in benchmark results in external Rio Tinto audit in 2016 Leadership• Leadership of 150 team members providing services to the plant to deliver Tank and pressure vessel turnaround in a safe, efficient and cost effective manner• Services to site – Workshop, condition monitoring, NDT services, Mobile cranes supply, plant shut leadership – Digester trains (30M$), calciners (6M$), Other critical equipment• Specialist technical services – planning, SAP and budgetary system design and monitoringBusiness improvement• Site Lead for transformation in Engineering and maintenance stream Single point accountability• Development and use of detailed KPIs and tracking systems to ensure cadence to project delivery and commitments are maintained• Development and delivery of training systems to improve leader’s daily routines and work methods• Use of business improvement methodologies to identify waste and remove to drive safe and efficient outcomes

  • Utilities Manager

    • Oct 2013 - Apr 2015

    Responsible for incoming materials, bauxite, caustic, fuel oil and outhaul shipment of Aluminia from 4 Million Tonne alumina refinery and responsibility for Site power and steam plants for all Bayer process energy needs.Leadership of 200-250 employees trade and non- trade for maintenance and operations support to deliver above

• 

  Rio Tinto

  • United Kingdom
  • Mining
  • 700 & Above Employee

  • Transition Manager

    • Jan 2012 - Oct 2013

    Cost reductions - business plan development (FTE,Operations and Maintenance cost planning)

  • Reduction Services Manager

    • Sep 2009 - Jun 2012

    Leader of Plant utilities - Power plant, Alumina and other raw material supply, Gas treatment operations,Red Line cell reconstruction and repair and 60 maintenance team members budget 340M$ (300M$ power)

• 

  New Zealand Aluminium Smelters Ltd

  • Metal Products Manager

    • 2005 - 2008

    Develop detailed process value stream maps for key casting plant systems to identify waste and to be used to indentify capacity bottlenecks at various product mix scenarios to maximize value from asset.Introduction of reliability centred maintenance in major plant operating areas reducing MTTR , increasing MTBF, reducing maintenance costs, increasing availability and Productivity. Set quality and productivity records at NZAS for value added (VA) productsChampioned increased VA production at NZAS in ultra high purity (50% increase), high purity (25% increase) and rolling block (100% increase in Volume) with Capex spend of 10M USD with 18 months capex payback.

• 

  Anglesey Aluminium

  • Reduction Services Manager

    • 1980 - 2005

    Manager of Reduction and Reduction Services operations.Wharf offloading, alumina and coke raw material supply chain to site, Gas treatment,Red Line Cell recontruction, Red Line operations, RL maintenance, reliability and Engineering- 150Kmt smelter. Plant start up after 2/3rd capacity loss after transformenr fire and plant shut down planning due to power availabilty/Cost issue