Experience

Wyong Race Club Limited

• Australia
• Recreational Facilities
• 1 - 100 Employee

• General Manager

  • Mar 2019 - Present



NSW Department of Communities and Justice

• Australia
• Government Administration
• 700 & Above Employee

• Justice of the Peace

  • Nov 2018 - Present



Point Of Impact

• Principal

  • Oct 2011 - Present

  Helping businesses critically evaluate their current strengths and weaknesses in order to develop tactical and strategic initiatives that target an identified key Point of Impact, to create a meaningful value proposition for customers, staff and owners alike. Helping businesses critically evaluate their current strengths and weaknesses in order to develop tactical and strategic initiatives that target an identified key Point of Impact, to create a meaningful value proposition for customers, staff and owners alike.



Pennant Hills Golf Club

• General Manager

  • May 2013 - Mar 2019

  Worked closely with the Board to leverage the Club’s strengths (beautiful golf course, strong and passionate membership base) delivering a newly upgraded clubhouse, a cohesive management team and integrated IT environment, and five years of profitable trading linked to ongoing improvement in membership experience. Worked closely with the Board to leverage the Club’s strengths (beautiful golf course, strong and passionate membership base) delivering a newly upgraded clubhouse, a cohesive management team and integrated IT environment, and five years of profitable trading linked to ongoing improvement in membership experience.



Centennial Park & Moore Park Trust

• Manager Sport and Recreation

  • Jun 2012 - May 2013

  Robin was responsible for sport and recreation at one of Sydney’s largest and most diverse sporting precincts, Centennial Parklands. His portfolio of responsibilities included the Moore Park Golf Complex, the Centennial Parklands Equestrian Centre, the ES Marks Athletics Stadium and management of over 100 other playing fields and courts. The income from these facilities combined to generate almost half of Centennial Park and Moore Park Trust’s total revenue. Regular users of the Moore Park Golf Complex will have noticed a number of significant changes that occurred during Robin’s time at Centennial Parklands. Key initiatives included golf course changes designed to improve player experience and pace of play, a refresh of the 60 bay driving range, wheelchair accessible hitting bays, the launch of the Sydney Golf Academy which provides specific golf programs for women, children, seniors, elite players and corporates. A change in catering experience has helped deliver significant growth in corporate event and function performance. With a locker room and accessible amenities upgrade project underway, and an approved concept plan for the development of the golf precinct the future of Moore Park Golf looks very positive.



The NRMA

• Australia
• Civic and Social Organizations
• 700 & Above Employee

• Acting GM ICT/GCIO

  • Oct 2010 - Nov 2011

  Led the Information and Communications Technology (ICT) Team which had an increasing Group. Worked closely with the ICT teams that operated with Thrifty and NRMA Tourism and Leisure to ensure strategic priorities were acheived. Delivered a number of key business projects, reduced operating expenditure by 10% while exceeding agreed service levels requirements.

• GM Strategic Partnerships

  • Jan 2010 - Sep 2010

  Accountable for developing and delivering NRMA's strategy with regard to its strategic business partners. Other responsibilities including strategic input into IT projects and other strategic business initiatives.

• Group General Manager Business Efficiencies and Procurement

  • Jan 2009 - Dec 2009

  Worked with the Group Executive team in identifying and securing in excess of $30m (annualised) expenditure saving for the NRMA Group of companies that include: Motoring and Services, Thrifty, Travel Leisure Holdings and NRMA MotorServe.



NRMA MotorServe

• GM Service Centres (Formerly Head of MotorServe)

  • Feb 2006 - Dec 2008

  End to end responsibility from concept development to roll-out of NRMA MotorServe (Car servicing and repair business) to a NSW/ACT network totalling 8 service centres. Accountable for concept development, site delivery, operations, finance, business systems, marketing, customer experience, business performance and reporting. End to end responsibility from concept development to roll-out of NRMA MotorServe (Car servicing and repair business) to a NSW/ACT network totalling 8 service centres. Accountable for concept development, site delivery, operations, finance, business systems, marketing, customer experience, business performance and reporting.



The NRMA

• Australia
• Civic and Social Organizations
• 700 & Above Employee

• Head of Retail Motoring

  • Jul 2005 - Jan 2006

  Reporting to GM Commercial focus on the maximisation of the Retail Motoring business unit’s profitability, managing the commercial performance of the portfolio of existing and new NRMA retail products.

• Manager Performance Improvement (inc sec. Strategy Manager)

  • Mar 2004 - Jun 2005

  Reporting to GM Strategy and Investments coordinated the development and delivery of the 2005-7 corporate strategy and led NRMA input into 2004 structural review.Reporting to GM People and Performance review existing measurement systems to enable the effective scoping, diagnosis, prescription and evaluation of changes to business processes - specifically cost and efficiency, revenue and sources of competitive advantage.



Sydney Airport

• Australia
• Airlines and Aviation
• 500 - 600 Employee

• Airport Capacity Manager

  • 2001 - 2003

  Reporting to the GM Assets and Planning forecast future demand for capacity and develop staging options for infrastructure development incorporating regulatory requirements.

• Planning and Baggage Manager

  • Sep 1999 - Jun 2001

  Reporting to the Passenger Services Manager lead the SACL Baggage Operations Team through the commissioning period of the expanded Baggage Handling System (BHS) and Checked Baggage Screening implementation in the lead up to the Olympic Games. Ensured SA2000 construction activities did not unduly impact ongoing international operations.

• Manager Terminal Capacity

  • Jan 1998 - Aug 1999

  Passenger Services lead interface for International Terminal upgrade (SA2000 Project) valued at $600m contracted to Lend Lease. Actively participated in design and construction teams, Working Groups and Committees recommending innovative changes to improve operational efficiency and retail performance of the International Terminal.



Sydney Airport

• Australia
• Airlines and Aviation
• 500 - 600 Employee

• Terminal Development Planner

  • Mar 1997 - 1997

  Operational analysis and demand forecasting terminal processes at Sydney Airport’s International Terminal. Critically reviewed the demand forecasts used the business case for pre-Olympic International Terminal expansion and upgrade, known later as the SA2000 Project. Operational analysis and demand forecasting terminal processes at Sydney Airport’s International Terminal. Critically reviewed the demand forecasts used the business case for pre-Olympic International Terminal expansion and upgrade, known later as the SA2000 Project.



British Airways - Speedwing

• Airport Consultant

  • Oct 1994 - Sep 1996

  Based at Heathrow, working for British Airways consulting arm Speedwing in a variety roles including a 9 month assignment in Malaysia assisting with the delivery of the Airport Operations and Crisis Control Centres operational readiness of KL International Airport. Based at Heathrow, working for British Airways consulting arm Speedwing in a variety roles including a 9 month assignment in Malaysia assisting with the delivery of the Airport Operations and Crisis Control Centres operational readiness of KL International Airport.