Experience

The New Terminal One at JFK

• United States
• Airlines and Aviation
• 1 - 100 Employee

• Executive Vice President & Chief Operating Officer

  • Mar 2023 - Present

  Developing the New International Terminal and operating businesses (JFK NTO LLC) at JFK Airport, New York Developing the New International Terminal and operating businesses (JFK NTO LLC) at JFK Airport, New York


SG Advisory & Consulting pty ltd
• C-Suite Executive, Infrastructure transformation, commercial growth, complex regulated operations

  • Sep 2022 - Mar 2023


Melbourne Airport

• Australia
• Airlines and Aviation
• 300 - 400 Employee

• Chief of Infrastructure

  • Mar 2021 - Sep 2022

  Reporting to the CEO with 9 direct reports and a team of 70 staff the Infrastructure Group leads the enterprise planning, development and delivery of an annual investment portfolio of up to $500Mpa and the safe and secure operations of $5bn of infrastructure assets.The focus of the role is to rebuild and re-imagine the business as we come out of the COVID crisis, navigating the balance between greater utilisation from our existing investments whilst continuing to invest in the right mix of new facilities to optimise overall returns and value. This also included the development of our emerging green energy business and the reduction in emissions to achieve net zero for scope 1 and 2 by 2025, alongside other waste reducing and sustainable efficient targets.Central to this is our close collaboration with our internal and external customers, our regulators and our supply chain of innovators and service providers.Our goal as a group is underpinned by a culture to relentlessly pursues a better way as we seek new and innovative ways of creating and operating the portfolio of assets that delivers a Melbourne Airport we can be proud of. Show less

• Chief Strategy & Development Officer

  • Feb 2019 - Mar 2021

  Reporting to the CEO with 7 direct reports and a team of 70 staff the role lead the enterprise strategy, planning, development and delivery of new infrastructure and innovation. The organisation was midway through its main commercial agreement and facing a critical growth period in the organisations history. The focus of the role was to bring together a team that would lead the planning, development and delivery of an integrated enterprise investment program supported by customer, stakeholders and shareholders. The $1.5bn investment plan was developed and endorsed by the Board just prior to the COVID outbreak. Within 2 months the team were able to pivot, resize and refocus the plan to re-balance the risk/reward of the investments and support a greater focus on cash management.. Show less

• Chief of Aviation

  • Feb 2016 - Feb 2019

  I lead the formation of the Aviation business from February 2016 encompassing commercial development, infrastructure development and 24x7 aviation operations. The role reported to the CEO with 7 direct reports and a broader team of 150 staff and had accountability for all revenue, cost, operation and investment performance for the aero business.The business was facing uncertainty in a number of areas including the re-negotiation of the critical commercial agreements underpinning investment in the airport, an increase in competition from competitor States impacting International growth, commercial constraints impacting the provision of jet fuel supplies at the airport, and the spotlight of potential changes to regulation from a commercial and operational perspective putting at risk the airports licence to operate and future growth.During this period we were able to negotiate and secure new commercial agreements with all 47 airlines underpinning revenues to support $1.5bn of investment into the airport; accelerate growth in our international markets by 9% p.a. for 3 consecutive years with new international carriers, secure a new 20 year avaition fuel supply agreement; and delivery of our capital investment/replacement portfolio. Show less

• Executive - Aeronautical

  • Jul 2014 - Feb 2016

  Reporting to the CEO, with 5 direct reports and a team of 12, this role was formed to focus on developing the next wave of airline services and growth including the development of all commercial agreements underpinning future aviation revenues. The Aeronautical division consisted of 25 international airlines carrying 8M passengers p.a. and 5 domestic airlines carrying 23M passengers p.a. contributing aviation revenues of AU$325M p.a. The focus for this role encompassed the response to an increase in Competition for international services within Australia to maintain the potential for growth and increasing market share. In addition a new Terminal agreement needed to be negotiated with the second largest airline customer and the the formation of strategy and early planning for the future negotiation of all aeronautical agreements at the airport was due for renewal by July 2017.Between July 2015 and October 2015, I lead the organisation as Acting CEO for APAC supported by the APAC Board. During this time I maintained momentum and stability within the organisation on all key metrics and successfully delivered into operation the new domestic Terminal 4 and associated ground transport infrastructure - on time and within budget. Show less

• Executive General Manager, Melbourne Airport

  • Jan 2009 - Jun 2014

  Reporting to the CEO with 5 direct reports and a combined management and shift working team of around 130, the role had responsibility for all Airport Operations and Capital Development across all business areas. Increasing passenger demand had driven the need for continued investment in peak capacity increasing the forecast capital program from and annual spend of $40M p.a. to $800M. At the same time a new approach was required to improve customer experience and services through this period of significant capital development, increasing jet fuel costs and the challenge of new overseas cultures travelling through the airport. Show less

• General Manager, Strategy Planning & Environment

  • Jun 2007 - Dec 2008

  Reporting to the CEO, with 3 direct reports running the planning, development and environment functions with a combined team of 7, had responsibility for the aviation planning strategy and safeguarding across all business areas and for establishing the statutory 2008 Masterplan underpinning $500M of investment.



BAA

• Apparel & Fashion

• General Manager Transfer Operations, Heathrow Airport

  • Sep 2002 - May 2007

  Reporting to the Operations Director of Heathrow Airport, covering all passenger transfer businesses at Heathrow providing services to 25M passenger p.a. and airport baggage operations for up to 75m bags p.a. on behalf of 98 airlines. The airport faced regulatory challenges based on the increasing number of lost bags at the airport quoted as a costing in the airline industry AU$80M p.a. Reporting to the Operations Director of Heathrow Airport, covering all passenger transfer businesses at Heathrow providing services to 25M passenger p.a. and airport baggage operations for up to 75m bags p.a. on behalf of 98 airlines. The airport faced regulatory challenges based on the increasing number of lost bags at the airport quoted as a costing in the airline industry AU$80M p.a.

• General Manager North Terminal, Gatwick

  • Sep 1999 - Mar 2002

  North Terminal one of two terminals at Gatwick was the base for British Airways and a number of international and European charter airlines. Reporting to the Airport Operations Director the role had 3 direct reports and 50 staff with responsibility for Operations, Engineering and project development with an annual budget of AU$65M operating costs and AU$220M capital investment. The business faced increasing investment due to airline growth, unrest within the Trade Unions due to a number of years of neglect from the management team, and a focus on operational Show less

• Head of Engineering, Gatwick Airport

  • Apr 1998 - Sep 1999

  Accountable for leading Central Engineering business unit at Gatwick Airport

• Senior Development Manager, BAA plc

  • Jan 1990 - Apr 1999

  Following the terrorist attack on Pan Am 103, BAA group was facing government mandate security regulations which had the potential to significantly constrain capacity, increase costs with little improvement in security outcome. The role was established to work across the 7 major airports in the group working alongside the Group Head of Security to implement an alternative. Beyond proof of concept the role eventually lead the co-ordination and implementation of 9 airport based program teams across 7 airports with an overall budget of AU$400M. Show less