Resume - 25+ years experience as Operations Manager in the Resources and Oil & Gas Sector...

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Resume #84605

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CAREER SUMMARY

* An experienced Operations, Services and Maintenance Manager with an engineering background and 28 years experience in the Mining, Heavy Industry, Oil and Gas and Financial sectors.

* A proven track record in the management of large, multi-disciplined workforces, including support subcontractor organizations, across a broad geographical region.

* Demonstrated leadership ability with a proven track record in change management, business development and creating an environment where working safely and continuous operational improvement is a way of life.

* Experienced in aspects of asset maintenance management, equipment maintenance strategies, root cause failure analysis & elimination, hazard identification, shutdown management and disaster recovery procedures.

* Experienced in crisis management and coordination of support service groups.

* Accountability for regional operations and business performance, controlling a revenue base in excess of $100mil pa.

QUALIFICATIONS

2002 Diploma Business Management
Ballarat University, Victoria

1987 Associate Diploma Electrical Engineering
Newcastle College of TAFE, Newcastle University, NSW
1985 Electronic Engineering Certificate
Newcastle College of TAFE, NSW

1982 Post Trade Industrial Electronics Certificate
Newcastle Technical College of TAFE, NSW

1980 Electrical Trades Certificate
Newcastle College of TAFE, NSW

EXPERIENCE

Trained at BHP Steel as an engineer and project manager, I gained a complete and diverse range of engineering skills including plant maintenance, construction, commissioning, and project management.

I gained significant maintenance downtime planning and sub-contractor organization and scheduling during periodic plant shutdown and refurbishment programs. I am also proficient and experienced in breakdown recovery and root cause failure analysis and elimination procedures.

Personal attributes needed for strong results include problem solving, strong organization skills, relationship building, safety management and, significantly, the ability to communicate at all levels.

Throughout my career I have held various management positions across a number of complementary industry sectors, gaining extensive 'hands on' experience in areas of people management and development, business development, change management, alliance and JV contracts and plant operations including production and maintenance modeling.

During the recent period I gained extensive experience in areas of business acquisition, people development, and business risk analysis and risk management. Further ongoing skills and experience has been gained in areas of asset and financial management.

While working in the financial sector I gained extensive experience in business development. Business skills formed during this phase have provided me with a broader experience base that complement a wide cross section of asset management, engineering, and people skills.

During my current and recent roles I have gained a strong skill base in the development of key people into critical positions to enable the business to evolve and grow in line with the group directives and business model.

This experience provides me with the ability to undertake challenging leading roles in complex environments.

I believe that good communication and organizational skills as well as excellent negotiation and safety management controls are vital for success.

WORK HISTORY

ENERFLEX AUSTRALASIA
Subsidiary of Enerflex Global

Operations Manager Oct 2008- Present

Enerflex is an industry leader and provider of specialist equipment and services to the Oil and Gas sector. Corporate head office is based in Calgary, Canada with representation and facilities internationally including Europe, the Americas, Middle East, Asia and Australia.

Reporting to the GM East Coast and part of the senior management team for Australasia, I am directly responsible for operations in the region including all project support services, Engineering, HR/IR, Safety, QA/QC, procurement, logistics and administration.

Key functions of the role include participation in business strategic planning, business development, resource planning and critical reviews of current systems and processes, compliance requirements and contract reviews.

LEIGHTON SERVICES
Subsidiary of Leighton Contractors

Operations Manager 2006 – Oct 2008

Reporting to the General Manager Leighton Services and based in Brisbane. In this role I am responsible for operations of the Leighton Services businesses in the Eastern states of Australia.

The Leighton Services businesses include, long term maintenance and service contracts, minor capital projects (up to $20mil), electrical contracting and manufacturing, engineering support services, facilities management and site based service contracts including shutdown scheduling, planning and management, multiple fabrication workshop activities.

Having responsibility for the P&L accounts of the businesses, I am required to oversee and ensure the financial performance of the operations. Critical factors of the role include delivering company integrity in areas of OHSE and QA, ensuring compliance to company standards including tender review and submission, project reviews, contract negotiation, EOM financial reporting and employee relations (HR/IR).

Recently I have been heavily involved in Leighton Services group business planning program including business development and ongoing restructuring of the existing business. This is a continual evolving process and parallels business planning initiatives of the broader Leighton Contractors group's medium term business objectives.

Critical aspects of the evolving plan are to expand the business in line with specific quantum over the nominated period through both organic growth of existing operations and targeted acquisition of complimentary businesses.

ROCHE PROCESS ENGINEERING (RPE)
Subsidiary of Downer Engineering

OPERATIONS & MAINTENANCE MANAGER – WEST 2005 – 2006

My move into this role saw me located at the Perth Head Office. Reporting to the General Manager RPE West, I was accountable for all Operations and Maintenance activities for the RPE group in the West.

Responsibilities of this role extend to cover both the WA and SA service centers, all site based minor capital projects, long term maintenance and operations contracts, engineering support services, group alliances and JV's.

Key requirements of the role include the effective execution of corporate OHSE system, compliance to corporate Quality Assurance processes and compliance to all group standards including tender processes and review, risk analysis, contract evaluation and administration, and HR / IR policy.

Key functions of the role include participation in long term strategic planning, short term business planning, business development strategy and activities and policy / procedure development and review.

Combined revenues of my areas of responsibility total in excess of $100mil pa and currently support more than 900 permanent employees.

AREA MANAGER – WA 2002 – 2005

Based in Kalgoorlie, WA, as Area Manager I was accountable for all regional operations. The main areas of responsibility included the management of the western region group workshops and all site based activities. These activities included medium sized capital projects (circa $10mil), all shutdown programs, maintenance management contracts and operations and maintenance programs.

Critical functions of the position included tender reviews analysis, contract administration, personnel management and development, business development, strategic planning regional financial management.

With a permanent workforce of approximately 550 people, my responsibilities extended to providing total resource support including technical services, labor and equipment, for remote operations and activities throughout WA.

The centrally located workshop complex in Kalgoorlie acts as the main supporting facility to the regional activities and provides fabrication, electrical, mechanical, hydraulic, machining, blast & painting, engineering, and managerial services as well as supporting a mobile fleet of more than 250 vehicles.

During this period, I managed the business unit during a testing and busy transitional phase after the retirement of key personnel from critical senior positions.

Key initiatives during this period included a complete restructure of the business unit management team, re-establishment of business practices and procedures to closer conform with the group standards and the development of the revised management team through selected secondment of key personnel to critical positions.

Further initiatives included the broadening of the business service base and client portfolio through targeted business development. This was in response to the need to reposition the business to cater for expanded future operations and served to redefine business model to closer align with corporate direction.

TRANSFIELD SERVICES AUSTRALIA

REGIONAL MANAGER QUEENSLAND 2000 – 2002

My role as Regional Manager made me accountable for operations across regional Queensland. These operations included service and maintenance contracts at Century Mine, Ernest Henry Mine, Mt Isa Mines, Cannington Mine and Phosphate Hill. This role required me to operate with significant autonomy to pursue business objectives, develop client relationships and continually evolve the operations group in line with business growth.

Strategic planning, an understanding of financial requirements and business development skills are a fundamental requirements for continued success. Having accountability for business performance and with the responsibility of maintaining and evolving a large technically based workforce, the role required me to initiate innovative, measurable business development activities to ensure business growth. Significantly, in this role I identified the importance of sound risk management strategies, prioritization of activities to maximize key business objectives and the value in sustaining critical relationships with key clients and key personnel.

The ongoing challenge of maintaining a strong regional presence and ensuring a continued growing market share required that the business must remain positioned well in the market. The client perception of the group operations must be one of a professional approach to business, have ethical business practices and is safe in its work execution. Since my appointment in late 2001, Transfield Services Regional Queensland operations experienced strong and continued growth. Initiatives including, a restructured management program, innovation in systems solutions, targeted acquisitions, rationalization of inefficiencies and a focus on key recruitments.

Major Achievements:

The acquisition of two complementary business units, have been a significant milestone during the previous this period. Critical aspects of this exercise included the initial business identification, associated market research, business analysis to identify group synergies, the business strengths, weaknesses, the development of related financial models and the preparation and delivery of the individual business cases to the group board for approval.

Securing a significant capital development project with Birla International at their Mt Gordon operation was another significant achievement. The project execution realized a final expenditure of $20mil, well under the budgeted $25mil. The project was completed ahead of schedule, with no safety or industrial issues. The success of this project provided the opportunity to secure two further projects for Birla with budgets of $100mil and $60mil respectively.

MANAGER ENGINEERING WORKSHOPS
1999 - 2000
As Manager Engineering Workshops I was responsible for the operations of a 5000 sq meter facility based in Mt Isa. The workshops carried out heavy engineering activities for mining operations throughout the region. The activities conducted included large scale machining, on and off site fabrication programs, mechanical and electrical maintenance, electrical motor maintenance and rewinds, specialist tool making, site support activities for mine shutdowns and capital projects.

With revenue of $20mil per year, the Engineering Workshops employed seventy specialist trades and mining personnel of all disciplines, a comprehensive industrial machinery suite and a substantial mobile fleet.

Critical to the success of the operation was maintaining a stable IR environment, ensuring equipment availability, enforcing a strict quality assurance program and the development the right safety culture.

Major Achievements:

The implementation of a formalized maintenance management program for the workshop's fixed and mobile equipment provided improved availability of critical equipment and efficiency gains through better planning and work practices.

The development and implementation of workshop KPI's and the group 'better ways' programs significantly improved productivity, quality and workforce moral. Efficiencies were also gained through a management restructure, targeted training for key people and a rationalization program of the workforce. The results of these initiatives were clearly measured using the group customer service audit process.

During this period the workshops achieved a four-year LTI free safety milestone.

BHP Steel, Newcastle NSW 2300
1976 - 1999
1995 - 1999 Engineer, Rolling Mills

I was responsible for the technical development of 4 rolling mills. Project managed upgrades and new installations. Carried out supervision of maintenance crews and contracted labour crews. Managed the planning and scheduling of routine and breakdown maintenance programs. Managed new development. Leading a team of 60 men with an annual maintenance budget of $25M and spares inventory of $7M.

1991 - 1995 Maintenance Supervisor, Bloom Caster

Supervision of maintenance crews and emergency breakdown recovery crews. Coordinated teams of engineers during process control projects throughout plant. Managed scheduled down time maintenance programs. Supervised shift maintenance breakdown recovery programs and contractors.

1987 - 1991 Electrical Shift Foreman, Electrical Shop

Responsible for the management of all electrical processes across total steel plant on a 3 shift, 7day rotating roster basis. Responsible for 26 operational electrical departments each manning their own shift crews. Provided supervision and coordinated support groups during major breakdown and recovery programs. Experienced in crisis management and operations recovery planning. Responsible for company power distribution network including 50MW ac powerhouse.

1981 - 1987 Electronics Technician, Systems Engineering Dept.

Hardware and software development of microprocessor based process control applications throughout the plant. Provided technical backup to all departments including BHP Engineering Group servicing major technical breakdown programs throughout company sites including underground and open cut mines.

1976 - 1981 Electrical Tradesman/Apprentice

Conduct training and development of junior tradesmen and apprentices. Electrical contracting and installations, new plant commissioning, construction and safety training, Machining, electrical motor rewinding, custom product manufacture and electrical equipment overhauls. Carried out scheduled maintenance procedures on all electrical facilities including overhead cranes, main drive motors, instrumentation transducers and related operator control equipment.

Major Achievements:

* Installed and developed MINCOM Maintenance Management System at all rolling mills. Established condition-monitoring strategies for key plant to identify inefficiencies and maintenance duplication.
* Conducted the Business Improvement Program (BIP) for the Rolling Mills group, resulting in a 20% cost saving across mill operations and work practices.
* Developed a maintenance efficiency improvement strategy to increase the reliability of the plant and equipment and identify redundant and duplication of maintenance functions. Restructured activities and assigned responsibility to relevant support contractor groups.
* Through failure analysis and corrective strategies, achieved 30% improved Bloom Caster component life extension, resulting in a $2,5mil reduction in R & M annual budget.
* Coordinated annual maintenance shutdown and refurbishment programs at Bloom Caster and Rolling Mills.
* Design, programming, installation, commissioning and maintenance of…
* Coke Ovens Automation System,
* Blast Furnace Control System
* BOS Vessel Bottom Bubbling System resulting in substantial savings through workforce and equipment rationalization.

Belmont Technical College, Belmont NSW 2280
School of Business and Applied Studies 1987 - 1989
Teacher / Development Officer

My career as a Technical College teacher spanned three years on a casual basis and covered aspects of business computing. I established the college curriculum and setup the business computing laboratory and system network. I advised the college on the selection of network hardware and software and managed the installation and commissioning. Subjects covered as a teacher included…

* Business Computing - Word processing, database & spreadsheets
* Business Computer programming - COBOL / FORTRAN / Forth / C
* Business Accounting Packages - Quickbooks/MYOB
* Microprocessor concepts

PERSONAL QUALITIES

* Logical and systematic in decision making.
* Consistent in approach to personnel management.
* Ability to motivate personnel toward achieving goals and targets/objectives.
* Conscientious and committed to achievement of personal and professional goals.
* Ability to influence people and outcomes through excellent communications
* Enthusiastic, self motivated and results driven.

ADDITIONAL TRAINING

Safety
* Dupont Safety training for Managers
* Advanced Safety Management Audit Training
* Hazard Awareness
* Safety Observations
* High Voltage Switching

Maintenance
* Mincom Maintenance Management System
* SAP Maintenance Management System
* Managing Maintenance (5 days run by P.A Consultants)
* Contractor Management
* TQC concepts A, B and Tools
* Statistical Process and Control

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Successful quarrying operations manager, team player and profit oriented, Hands on leader of quarrying operations. Turning vision into profit. Operating at strategic board level and tactical field problem solving, setting and achieving goals.

Experience field mapping (geologic and structural maps) in Alabama, Idaho, and Nevada. One year experience correlating well logs using Landmark Geographix. Working knowledge of other programs includes AutoCAD, ArcView GIS, Rockworks, CorelDRAW and Corel PhotoPaint, Excel, PowerPoint, and Word.

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Qualified diesel mechanic with 12 years experience in a commercial and mining environment and 3 years Maintenance supervisor experience.

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Free ! YOUNG POTENTIAL in FINANCE & ADMINISTRATION

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