Burwood, New South Wales, Australia
I am a Senior Management professional with over 20 years of experience in the construction, infrastructure, and engineering sectors. Over the years, I’ve built a strong track record of improving business outcomes by identifying opportunities to enhance productivity, efficiency, and cost control. My expertise lies in developing and operationalizing strategies that drive financial success and operational excellence. I’ve had the privilege of leading teams of up to 40 people and managing over 300 high-profile construction and infrastructure projects, with budgets ranging up to $300M. My skill set spans across project management, program planning, scheduling, procurement strategy, and contract management. I have a deep understanding of stakeholder management and have successfully overseen large-scale projects in both government and private sectors. I’ve worked on everything from facility management and construction to transport infrastructure, and I’m known for delivering projects on time and within budget. At my current role at GJK Facility Services & Prol Group, I manage relationships with high-profile clients, oversee large-scale maintenance programs for schools, and lead initiatives that have reduced reactive workloads by 30%. Throughout my career, I’ve held various leadership roles, including Senior Delivery & Management Consultant at Harvard Developments and Program Manager at the Department of Transport. In these positions, I’ve managed multimillion-dollar projects, implemented cost-saving strategies, and successfully led teams to meet and exceed performance targets. My ability to streamline operations, improve project delivery, and drive cost savings has been central to my success. Currently, I am working towards completing my MBA and a Diploma in Quality Auditing, further enhancing my expertise. I am also certified in project management and safety, and I am proficient in a wide range of technology tools, including Microsoft Office, SAP, AutoCAD, and others. My experience and skill set have enabled me to deliver successful outcomes in complex projects, and I’m always eager to apply my expertise to new challenges.
Led the Growing & Retaining Enrolments (GREP) program, a Board-endorsed strategic initiative to drive financial sustainability and enrolment growth across 82 schools. Accountable for program governance, policy design, and stakeholder engagement across multiple workstreams. • Financial Initiatives: Delivered Aboriginal & Torres Strait Islander fee-discount policy and targeted cluster-based discounts in high-vacancy schools. Increased Indigenous enrolments by 7.8% (2024–25 census), generating ~$1.5M in additional government funding. Produced key governance artefacts, including business cases, program briefs, and BAU transition plans to secure ELT and Board approval. • Scholarships Program: Designed and launched a centralised scholarship framework to attract and retain high-potential students. Developed policy, procedures, and terms for equitable administration, partnering with Principals, ELT, and the Gifted & High Potential Students team. Established long-term governance for sustainability, transparency, and scalability. • Stakeholder Engagement: Partnered with Finance, Enrolments, Communications, and the Jarara Cultural Centre to ensure initiatives were financially viable, culturally appropriate, and effectively communicated. Enhanced relationships with schools and families through clear pathways and consistent messaging. Key Skills Demonstrated: Strategic program governance · Policy development · Executive-level stakeholder management · Benefits realization · Organizational change management
Expert in stakeholder management, project delivery for high profile clients, securing a NSW Government panel position overseeing 1,200+ public schools, with a proven track record of reducing reactive workloads by 30% and increasing client satisfaction. Key Responsibilities & Achievements: Client & Stakeholder Management: • Developed strong relationships with high-profile stakeholders (NSW Department of Education, Cushman & Wakefield, Evolve, Property NSW) to ensure alignment on project goals, budgets, and timelines. • Maintained long-term partnerships with Western Sydney University representatives, managing maintenance and projects across multiple campuses. • Oversaw retail clients (Ralph Lauren, Endeavour Group, IKEA, Pet barn, David Jones) for fit-outs, repairs, and ground works. Project Coordination & Delivery: • Secured and managed inclusion in an NSW Government panel overseeing maintenance programs for 1,200+ public schools. • Directed end-to-end project delivery, from contractor sourcing and scheduling to progress monitoring and quality compliance. • Conducted site inspections and resolved issues for Property NSW and civil maintenance projects. Contract Administration & Financial Oversight: • Managed contract lifecycle processes, including negotiations and compliance. • Oversaw invoicing, budgeting, and forecasting to ensure cost-effective delivery and maintain profit margins. • Developed a centralized contractor database for streamlined resource allocation. Strategic Initiatives: • Led the implementation of NSW Government's planned maintenance program for schools, optimizing workflows. • Introduced proactive maintenance strategies, reducing reactive workloads by 30% and improving client satisfaction. Key Skills Highlighted: • Cross-functional project leadership I Government & retail sector compliance I Contractor sourcing & relationship management • Budget forecasting & cost control I Stakeholder engagement & conflict resolution I multi-trade coordination
Senior Delivery & Management Consultant - Sydney Commercial, industrial, residential development and construction company. Leads a team of 9. Budget: $5M-$50M. Reports to: Director. Key Responsibilities & Achievements: Client & Stakeholder Management: • Led projects in commercial spaces, carparks, churches, and high-end residential properties. • Coordinated project scope, budget, timelines, and procurement of materials. ·Developed strong client relationships and ensured adherence to industry standards and regulations. • Led a team of 9, managing capital and operating budgets, and improving revenue forecasts by 22%. Key Skills Highlighted: • Cross-functional project leadership I Government & retail sector compliance I Contractor sourcing & relationship management Budget forecasting & cost control I Stakeholder engagement & conflict resolution I multi-trade coordination.
Financial Management: • Secured $600M in funding, saved 35% in costs from forecast budget, and delivered capital infrastructure works for the Heavy Industry Program. • Slashed 40% in costs by developing, designing and delivering civil, infrastructure, structural, ITS and electrical aspects of the Point-2-Point (P2P) Enforcement Program over 30 sites. Managed the delivery new structures, civil works and ITS installation, including ANPR cameras and TIRTLs, overcoming unique challenges such as the need for additional gantry points along major corridors. • Reduced budget expenditure for the team OPEX program by 20% by conducting a deep dive analysis on the value chain and eliminating double handling. Maintained service and productivity KPI of 98% and by FY end, the team had achieved a further 4% reduction, winning a highest achievement award. • Saved Transport for NSW 40% on costs within the Overheight Program ($20M), incorporating 500 statewide bridge, tunnel portals and over-the-road structure surveys liaising with clients and stakeholders on high-profile sites.
Project Management: • Led and delivered concurrent end-to-end projects including the Newell Highway ($60M), Golden Highway ($20M), Safe-T-Cam Program ($35M), Point-2-Point Program ($40M), Overheight Program ($20M), VMS Rollout ($15M), other specialty projects ($5M) and $10M worth of regular maintenance. • Managed the subdivision process for multiple sites statewide, ensuring compliance with environmental and safety standards. • Identified project failure points, implemented recovery strategies, and delivered milestones on time and within budget. • Juggled the competing demands of $10M worth of maintenance programs across 250+ sites statewide, by creating robust systems based on project management methodologies, saving time and money for Transport for NSW. • Increased the lifespan of NSW roads by 50%, reduced the number of infringing vehicles on the Newell Highway and similar highways by 40% and saved the State over $120M in future maintenance and replacement works costs scheduled over the next 8-10 years. • Put together a panel of consultants and contractors to service all areas of work after solely managing programs and 40+ projects following RMS staffing cuts. Slashed work time by 50% and achieved up to 40% more work within the same timeframes and budget. Concurrently maintained over 250 sites statewide in addition to delivering $300M worth of capital works projects as the sole Project Manager managing these programs.
Strategic Planning: • Led and executed the project feasibility study for a NSW-wide strategy for multiple corridors for the Enforcement Branch. A first, developing a benefit cost ratio matrix, identified future road network, crafted compelling business cases, developed costings, environmental assessments, general forecasting and a BCR, which secured $600M in funding from Transport for NSW. • Prepared and presented a business case on fatigue management gaps due to a 25-year-old STC network across NSW and enabled tracking of vehicles entering and exiting the state that caught the attention of National Heavy Vehicle Regulator and led to an increase of enforcement lengths from 750KM to over 4,200KM—a 400% uptick. • Undertook feasibility study and gap analysis and uncovered over 500 defective height-restricted areas on state roads. Awarded $20M over 3 years to prioritise, design and rollout road furniture and systems to ensure compliance of all infrastructure. • Initiated an asset register to record major safety non-conformance. Compiled a business case and obtained $40M in funding from Transport for NSW to replace all assets. Led the rollout, saving up to 45% in costs for each site.
Project Management- Sydney Engineering contractors. Reports: 10. Reported to: Project Director. Key Responsibilities & Achievements: • Led end-to-end project management across all phases of a $200M infrastructure project. Delivered facilities and services which including electrical, fire and security to a CityRail train station and maintenance facility. • Completed the project task 3 months ahead of schedule. Introduced a comprehensive schedule for other project managers and contractors, aligned events and activities with other services months in advance, organized training and used qualified contractors as a backup resource to prevent delays at the John Holland/Downer and Wormald site.