Resume - General Manager with 20 plus years of open pit mining experience.

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Resume #79819

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ENTREPRENEURIAL BUSINESS OWNER
2002 TO PRESENT

Opened and grew an employment firm, "Express Employment Professionals", in Somerville, New Jersey. The business provided both temporary help and professional executive search services to a wide array of industries in the central New Jersey area. A second office was opened in South River, New Jersey in 2006 and a third in Piscataway, New Jersey in 2008. Grew sales to $6.9 million per year in 5 years.

RIO TINTO BORAX
1999 to 2001

The Rio Tinto Borax Boron Mine, located in the Mojave desert, is California's largest open pit mining operation and the second largest borate deposit in the world. The mine has an annual production rate of about 500,000 B2O3 tons per annum from 2.5 million tons of borate ore and supplies nearly half of the world's demand for refined borates. Borate products are mined, refined, packed and shipped to over 100 countries around the world.

General Manager, Boron Operations – November 1999 to August 2001

Reporting to: Chief Operating Officer, Rio Tinto Borax
Responsibilities: The safe and efficient operation of the Boron mining operation, California's largest mine and mineral processing facility, located in the Mojave Desert region of Southern California
Major accomplishments: Continued to manage the mine expansion project which came in ahead of schedule and under budget without a single lost time injury. The success of the project ensured the company's continued reputation as a secure source of high quality products.
Implemented a cost saving program based on the McKinsey TOP model which resulted in projected savings of $16 million in 2001 on an operating budget of $185 million.
Undertook a comprehensive review of safety standard which resulted in a 40% reduction in severity rates and a 30% reduction in overall injuries
Developed an action plan to address severe organizational issues which included management training, the application of values research, performance management and finding common ground between management and the unionized workforce. This resulted in the transformation of an insecure, unaccountable and polarized staff to a cohesive and effective team.

Mine Manager – April 1999 to October 1999

Reporting to: General Manager, Boron Operations
Responsibilities: The El Nino rains of late 1997 to March 1998 resulted in a slope failure at the Boron mine, burying a significant portion of the exposed ore under 34 million tons of slide material. Initial efforts to alleviate the slide were unsuccessful. I was transferred from the Denton-Rawhide mine to Boron in order to develop and implement a plan of action to return the mine to normal operations
Major accomplishments: Within a period of 6 weeks after arriving on site, mustered and coordinated all available technical resources and put together a plan of action which involved increasing stripping from 27 million tons to 90 million tons within a 12 month period. The plan called for a capital expenditure of $130 million over a two year period for the purchase of trucks, shovel, crushing systems and facility upgrades and increase in headcount of 192 employees and an overall increase in operating costs over a 5 year period of $156 million. The plan, which I presented to the Rio Tinto board in May 1999 was approved, and resulted in the uninterrupted supply of product to customers.

KENNECOTT RAWHIDE MINING COMPANY
March 1995 to March 1999

Kennecott Rawhide Mining Company, located in Mineral County, Nevada, operates the Denton-Rawhide Mine, which is operated as a joint venture between Kennecott Minerals Company (51%) and Kinross Gold Corporation (49%). Gold and silver ore is mined by conventional truck and loader operations with the ore being processed through a three stage crushing system prior to heap leaching. The gold and silver was recovered through a Merrill-Crowe zinc precipitation process with initial smelting taking place on site.

General Manager
Reporting to: President Kennecott Minerals Company
Responsibilities: Safe and efficient operation of the Rawhide mine; development of business and strategic plans; establishment of long term mine reserves; achievement of business unit goals and objectives. In addition, I represented Kennecott on the board of directors of the Nevada Mining Association
Major accomplishments: Introduction of continuous 7 day mining operations
Introduction of a Gainsharing program
Improvements to the safety structure and performance
Establishment of an effective continuous improvement program
Implementation of an effective strategic plan resulting in a significant improvement in financial performance
Effected a culture change aimed at increasing employee involvement and participation

PALABORA MINING COMPANY
1981 to 1995

Palabora Mining Company, one of the Rio Tinto group of mines, was one of the most sophisticated open cast copper mining operations in the world. The company placed great emphasis on technical and sociological development and has therefore provided much opportunity for personal development.

Palabora is located in the Limpopo Province region of South Africa. The open pit was a high tonnage, low-grade copper operation utilizing shovels and trucks to achieve a mining rate of 107, 000 tonnes per day. The milling rate was maintained at 80, 000 tonnes per day at an average copper grade of 0.50 percent, the cut-off grade being 0.10 percent. Annual refined copper production was in the region of 120, 000 tonnes of copper rod and cathode. Of this amount, fifty percent satisfies the local South African market, with the remainder going for export. Several by-products are produced including Magnetite, Zirconia, Uranium, Nickel Sulphate and anode slimes.

An in-pit crusher is installed close to the lower working elevations of the open pit and the ore is transported to surface via a conveyor belt installed in an incline tunnel. Palabora is an exceptionally low-grade operation and it has therefore been necessary for the company to minimize operating costs through the use of appropriate technology in order to remain profitable. Examples of the kind of technology in use are trolley assisted truck haulage, in-pit crushing and conveying as well as computerized truck dispatching.

Manager Mining – October 1991 to February 1995

Reporting to: General Manager
Responsibilities: Overall responsibility for the safe and efficient operation of the Palabora open pit. There are three departments in the Division, namely the Mining Operations department, the Mining Maintenance department and the Planning & Crushing department, with a combined labor force of 846 employees. Apart from the maintenance of earthmoving equipment for the open pit, the Mining Maintenance department is also responsible for heavy mobile equipment maintenance throughout the entire property. The Planning & Crushing department is responsible not only for the operation, but also the maintenance of the primary crushers, conveyors, transfer stations and associated control systems. The annual Mining Division cash operating budget was R 180 million (US$ 50 million).

Major accomplishments: Successfully negotiated and implemented 7-day continuous operations with the 2 major unions on site. Amongst other benefits, this resulted in a reduction in the haul truck fleet from 38 to 27 units, an improvement in the in-pit crusher throughput from 80 to 94 percent and a reduction in planned capital expenditure of R 40 million (US$ 11 million).
Restructured the Division from 7 to 4 levels of management in line with Elliot Jacques theory of Stratified Systems.
Maintained a unit cost of production performance significantly below the level of inflation by means of a rigorous Continuous Improvement program.
Won the annual inter Divisional Safety Competition every year.
Achieved a 40 percent reduction in the number of lost time injuries and 24 percent reduction in the number of minor injuries.

In addition to my normal duties, I was chairman of the mine's Safety, Health & Environmental Control Steering Committee and chairman of the Senior Management / National Union of Mineworkers liaison committee. I was a member of the RTZ-CRA Open Pit Mining Panel.

General Mine Superintendent Operations - January 1991 to September 1991
Mine Superintendent Operations - March 1990 to December 1990
Mine Superintendent – Technical - August 1988 to February 1990
Assistant Mine Superintendent - Drilling & Blasting - June 1987 to July 1988
Assistant Mine Superintendent – Technical - February 1986 to May 1987
Assistant Mine Superintendent - Drilling & Blasting - March 1985 to January 1986
Mine Planning Engineer - August 1984 to February 1985
Mining Engineer - Load & Haul - January 1984 to July 1984
Mining Engineer Special Projects - August 1983 to December 1983
Mining Engineer – Systems - October 1982 to July 1983
Mining Engineer - Drilling & Blasting - September 1981 to September 1982
Shift Supervisor - October 1980 to August 1981

VACATION STUDENT AND PRE UNIVERSITY TRAINING

ADA MINING CORPORATION, KENTUCKY – Vacation Student - Summer 1979 - 6 weeks
HELLENIC MINING COMPANY, CYPRUS – Vacation Student - Summer 1978 - 7 weeks
GOLDFIELDS OF SOUTH AFRICA - KLOOF MINE – Underground Miner - January 1975 to July 1976

EDUCATION AND AFFILIATIONS

BSc Honors - Mining Engineering
Royal School of Mines
Imperial College London (1977-1980)

Fellow of the Institution of Mining and Metallurgy
Chartered Engineer

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