Greater Sydney Area
My goal is to continue to contribute to the growth and evolution of the energy industry. Using the broad and deep technical knowledge earned through my early years as an engineer, and developed though my willingness to be challenged and stretched in leadership roles accross energy infrastructure, oil & gas, mining and manufacturing. Over the last 25 years the energy industry has gone through multiple changes, and will continue to evolve at a faster pace, with greater uncertainty, and opportunity. I am deeply committed to values based leadership, dedicated to supporting others in achieving their best performance and have a deep-seated desire to contribute to the industry’s responsible impact on the planet. ❖ Applying an entrepreneurial mindset to achieving creative solutions and productivity excellence in uncertain markets ❖ Consistent delivery of significant company and industry improvement built on commercially astute strategy designed with stakeholder engagement ❖ Mentoring approach to leadership to create a collaborative environment, driving a high performing culture based on developing potential and achieving a shared goal.
Leading the transition in Australia to a 100% renewable future by connecting Generation, Storage and emerging markets to the National Electricity Market. As a passionate leader of the energy transition, I participate in multiple panels and keynote speeches (Australian Energy Week, Bush Summit, Battery futures, CEDA & NSW Future Energy to name a few) to assist in delivering on Australia’s ambitious renewable energy targets
Leading the development of more than $7bn in projects and maintaining TransGrid ~$8bn of assets. The objective of this role is to provide the leadership to improve safety performance whilst also creating a commercially competitive delivery culture. A key member of the executive team driving the culture and performance of the company. ❖ Created a hazard awareness culture to improve the safety performance ❖ Implemented a new operating model to provide a streamlined, commercially focused delivery team ❖ Accountable for commercialising ~$7bn of projects, delivering ~$1bn per year of projects & maintenance activities with a team of 850 people
Leading the development of APA strategy formulation at a pivot point in the energy industry. The objective of this role is to provide leadership to the team to deliver on the company strategy, revenue and growth aspiration. ❖ Established the commercial team after a companywide restructure to move from business units to a functional structure ❖ Leading the development of APA strategy, defining where and how to play to maximise APA position as the energy industry transforms ❖ Accountable for delivering commercial outcomes that deliver ~$2.6bn of revenue and ~$400m growth projects per year
Contributing to building a new business segment in Australia and within APA. The objective of this role is to provide leadership to the team to enable establishment and growth of an oil and gas midstream infrastructure business. Defining the commercial market entry strategy, finding and capturing the first project and then establishing the operating capability. Significant effort has been put into educating the market on the benefits of a thriving and competitive midstream market. ❖ On completion of the beachhead project APA had demonstrated its capability, which opened additional material growth opportunities ❖ Opportunity to support the Executive General Manager, Strategy and Development during a significant merger negotiation ❖ Created professional development to enable staff from across business units gain additional experience through internal secondments. ❖ Shadowed and provided counsel to the Executive General Manger Strategy & Development during the CKI takeover bid whilst also leading the internal team managing the takeover process, advisors and associated documentation
Accountable for all Assets and Operations in the Cooper basin, working with ~100 direct reports. Budget, forecasting and financial analysis of a Capex budget of $50m and operational responsibility of ~$45m. Hands on delivery of field development planning, reserves and resource management, regulatory compliance, drilling and completions, operations & maintenance, construction projects and contracts and procurement. The team achieved operational excellence and delivered over 10% reduction in production costs whilst total production reduced by more than 40% due to the significantly reduced oil price. ❖ An engaged and loyal work force during significant downsizing ❖ Safety improvement from a TRCFR of 6.5 to 2.6 ❖ Unit lifting cost reduction of 10% whilst oil production fell from 40% ❖ Delivered a ~30% unit cost per metre reduction in drilling with a 100% success rate on development projects (drilling and IWB interventions).
Working with a team of ~300 direct reports, managing upstream South Australian Assets in the Cooper basin. Financial analysis, budget and forecasting a Capex budget of $600m and operation responsibility of ~$120m. The scope covered near field exploration, reserves and resource management, scoping and ensuring the delivery of the development program and operations & maintenance of the surface infrastructure. ❖ Delivered the budgeted production at the agreed unit cost whilst maintaining our license to operate, including but not limited to personnel and process safety ❖ Developed a program that will deliver a reserves replacement ratio of > 1 for the suite of assets ❖ Improved the operational reliability and repeatability of supply chain planning, field and basin development planning with an aim to improve asset value.
Accountable for Drilling and Completions, Petroleum Engineering, Construction and Flowlines, Brown Field Projects, Engineering and Reliability, Operations Support, Logistics and EHS for the Eastern Australian Business Unit. This role has 250 Santos reports and 500 contract personnel spending ~$1.2bn in capital projects per year. ❖ Establish strong relationships and trust, we were able to break down existing silos and empower the teams to develop highly productive and fully integrated processes ❖ Assisted in the transformation of the gas business from 12 years of 15% pa decline into a growth business by growing the development program from 3 drill rigs year end 2012 to 9 rigs before year end 2013,. All completed with a lower development cost per well whilst maintaining the reservoir deliverability. ❖ Worked with the state government to put in place a supply chain for resources to under pin the growth in the onshore Australian Oil & Gas industry as the shale exploration and development programs expand ❖ Reduced well development costs by ~15% through the use of Pad drilling, campaigning and a stringent focus on efficiency and contractor management.
Responsible for the Moomba and Ballera Gas processing plants in the Cooper Basin reporting to the General Manager of EA Gas. P & L responsibility with an operational budget of ~$120m/yr and $50m/yr capital. Working with a team of ~250 people responsible for the operation and maintenance of both facilities with associated revenue of ~$1bn. ❖ Enabled the team to deliver a 10% increase in profit from a concerted focus on fuel, flare and vent ❖ Created the environment for significant change in culture delivering significantly increased productivity (tool time).