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| Ref # |  | JS202121 |
| Year of birth | | 1969 |
Permanent/Home Location/Address |
| City or Town | | TIWI |
| State | | Northern Territory |
| Country | | AUSTRALIA |
Current Location/Address |
| State | | Northern Territory |
| Country | | AUSTRALIA |
Languages |
| Primary Language | | Fluency |
| English | | Read, write and speak fluently |
Nationalities |
| Main Nationality | | AUSTRALIA |
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Experience Classification |
| Job Function | | Years Experience |
| Contracts Administration | | 1 |
| Banker | | 13 |
| Industry | | Years Experience |
| Mining | | 1 |
| Finance | | 13 |
Qualifications |
| Highest Qualifications | | Degree |
| Qualification | Subject | Establishment/Country | Year |
| Degree | Economics | Flinder's University | 1995 |
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Computer Skills and Software Used |
| Advanced Excel and Word. Various Econometrics software packages. Microsoft Project. |
Work Locations |
| Are you willing to move or relocate? | |
Yes - I will travel domestically
Yes - I will relocate domestically
Yes - I will travel internationally
Yes - I will relocate internationally | |
Availability |
| Start Immediately? | | Available Now |
Ideal Next Job |
| Contracts Administration/Superintendent Role administering existing and establishing new contracts. Preparing and assessing tenders and developing and refining contract and tender processes |
Required Salary & Conditions |
| Prevailing market conditions and remuneration is satisfactory. |
Employment History |
| Total Years of Work Experience: | | 16 |
| Commenced Full Time Work: | | 1996 |
| Name | | McArthur River Mining |
| Job Title: | | Contract Superintendent |
| Duration | | From : 2009 To: 2010 |
Summary |
Summary of Career Achievements
In support of the above objective I offer the following examples of career achievements.
Commercial
Developed and implemented tendering process for FPAs which saved in excess of $70k on existing FPA T&Cs.
McArthur River Mining Pty Ltd, 2009 – 2010
Used statistical and econometric modelling skills to develop Westpac Commodities Futures Index which is a Bloomberg-traded index used to generate trading commissions for Westpac Institutional and International Banking Group.
Westpac Economic Research, 1997 - 1999
Developed monthly asset class portfolio recommendations for financial planners as part of their subscription to the Financial Adviser’s Guide published by ASSIRT.
Co-branded ASSIRT financial research publications on behalf of Financial Planners and their private dealer group which earned subscription revenue for ASSIRT.
ASSIRT, 1999 – 2001
Developed Wholesale unit trusts for MFS Financial Services for access by investors and financial planners on investment platforms such as BT and Macquarie.
MFS Financial Services Limited, 2006 – 2007
Developed Monthly Income Fund for Basis Capital by re-engineering their existing financial products to create different risk and income profiles. This resulted in an increase in investors for Basis Capital and an increase in Funds under Management upon which they earned investment fees.
Basis Capital Funds Management Limited, 2007 – 2008
Developed asset-specific investment trust for the development of a retirement village at Hallidays Point south of Taree in NSW for Serpentine Investment Consulting. Serpentine has experience in developing and selling retirement villages but no experience in structuring investment products. I developed a unit trust and structured an investment return to attract investors to allow Serpentine to raise the funds to develop the retirement village and earn management and sales fees for doing so.
Laetus Investment Management Limited, 2008
Compliance
Developed Tendering and Contracts award process to better engage contractors and satisfy corporate governance requirements.
McArthur River Mining Pty Ltd, 2009 – 2010
Developed investor profiling process and portfolio construction process for stock brokers which helped them to develop their clients’ investment portfolios to reflect personal investor preferences whilst at the same time adhering to corporate and statutory investment risk requirements.
Monitor Money, 2002 – 2004; Macquarie Financial Services, 2004 – 2006
Developed portfolio valuation models to assist Chief Investment Officer in making stock and portfolio construction decisions.
MMC Asset Management Limited, 2006
Business Processes and Efficiencies
Developed Tender and Contracts awarding system that streamlined the process for contract owners and provided them with the support required to develop the contractual requirements of the work to be undertaken. Achieved this by incorporating new process requirements into existing requirements thereby refining the critical path rather than creating a separate process altogether. I think this is an approach that works far more effectively when refining and improving business processes compared to the alternative of creating separate or standalone processes that run parallel to the existing processes.
McArthur River Mining Pty Ltd, 2009 – 2010
Ran Middle Office for Basis Capital. Managed a team of 5 responsible for monthly asset valuation and unit trust unit pricing on a monthly basis. Managed to achieve 7 months’ worth of unit pricing in a period of 3 months. Managed to get unit pricing process back on track. Had no idea (and still have no idea) of any of the technical requirements of creating unit prices but applied basis principles of management and reporting to hold internal and external parties accountable for achieving deadlines. Developed reporting lines to senior management to communicate progress and ask for support where required. Held weekly meetings with team to communicate goals for the week and also to understand where bottlenecks may have required my attention.
Basis Capital Funds Management Limited, 2008
Restructured business processes and structures for Dr. Bronte Douglass, MD of Douglass Radiology.
I outsourced the typing of reports to contractors (via remote access to the practice management system).
Made 2 full-time typists redundant.
Cut front desk staff from 3 to 1 and eliminated the Practice Manager’s role.
Redesigned layout of the practice and created consulting rooms for specialists which not only cut overheads but increased referral revenue.
Douglass Radiology, 2008 – 2009
Other Commercial Experience
Ran my own accounting practice for over 10 years specialising in small business tax strategies and business structures.
G A Harris & Associates, 1994 - 2004
Ran my own landscaping and brick paving business for 5 years specializing in design and project management using good sub-contractors to actually execute the work.
Outdoor Environments of Adelaide, 1989 – 1994
Software Packages and Other Commercial Skills
Advanced Excel
Intermediate Word
Any general ledger/accounting package can be understood and utilized very quickly given my accounting background
Basic Microsoft Project (mainly for time management)
Personal Attributes
Vast range of experience in many different organisations doing a variety of different things.
Proven record of achieving at everything I do.
Natural tendency to see the whole picture and place context around why something is being done in a particular way.
Have an eye for detail.
Have experience in both operational and administrative roles and recognise the need for the latter to support rather than obstruct the former – try to always stay focused on the commercial outcome trying to be achieved.
Always looking for ways to improve business processes.
Understand the need for regular and systematic reporting on processes affecting a critical path .
Very effective at this.
I like to lead a quiet and relaxed lifestyle so I typically try and keep things simple and routine.
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Work Experience |
September 2009 – May 2010: Administration Superintendent, McArthur River Mining Pty Ltd
McArthur River Mine is part of the Xstrata Group and is a Zinc mine producing approximately 2.2mtpa . Challenging commercial conditions in late 2008 and early 2009 resulted in severe personnel cuts to manage cash-flow. The mine resumed production and capital expansion around June 2009.
This increased activity and the internal requirements of Xstrata’s Sustainable Development objectives demanded that all of the mine’s Business Units focus greater attention on the commercial and compliance aspects of tender and contract management.
I was appointed in September 2009 to develop and implement tender and contract management processes that made sense commercially and that met internal audit and best-business practices. I achieved this by the end of May 2010.
Below is a summary of my achievements.
Contracts
Involved in the following contract negotiations at MRM:
Hampton’s Transport
Pac-Rim crushing and processing renewal
CMS benchmarking for the MV Aburri
Renewal of Emeco contract
Wastewater and Potable water plant acquisitions
Procurement program for FPAs
Electrical cabling for new ringmain
Open cut drill and blast contract
Geotechnical installation of piezometers
Diamond drilling program
Commissioning of trial floatation plant
New OSA installation
Tender Development
Worked with new Supply Supervisor to develop calendar of FPA tenders to implement procurement savings over the next 12 months.
Worked with Contract Owners to develop Scopes of Work that were clear and unambiguous and then incorporate them into an appropriately worded contract.
Developed Operational and HSEC KPIs that reflected the commercial and operational requirements of the Contract Owner.
Developed on-line electronic public tender forum for all tenders.
Contractor Accreditation
Developed accreditation process to assess contractors’ ability to meet Xstrata’s HSEC standards when on site.
Incorporated the accreditation process into the contract award process.
Awarding Contracts
Used Tenderlink web-based evaluation tool to develop a tender evaluation process which is used to score tender submissions across all facets of the tender.
Contract Owners, Managers, and HSEC personnel are now all involved in the assessment and awarding of contracts based upon the content of tender submissions.
Involved in contract negotiations regarding terms, conditions and prices.
Worked with Legal in Brisbane where contact terms and conditions needed to be changed or interpreted or special conditions needed to be drafted.
Administering and managing active contracts
Implemented Pre-start Meetings at which Contract Owners, Managers, HSEC personnel and Contractor representatives would attend and discuss all aspects of the work to be implemented.
o Facilitated communication across the Business Units and provided a forum in which operational and HSEC issues/requirements could be discussed.
o These meetings never failed to identify something that otherwise would not have been identified until after the fact.
Developed monthly reporting requirements for long- and short-term contractors that satisfied both the commercial and the HSEC requirements of the contract.
o Developed processes that allowed for daily Tool Box and JSAs to be incorporated into the reporting requirements of contracts.
All of this material was collected and attached to the contract as a record of what was done and by whom and it also allowed for a review of contractor performance at the end of the contract.
Developed regular meeting calendar with contractor representatives to discuss performance and safety issues that need to be addressed.
Took contractual and compliance requirements out of the hands of the Contract Owners so that they could focus solely on the commercial and operational aspects of the contract.
o Worked closely with Contract Owners to develop techniques to achieve this that complimented their own operations and the nature of the contract.
Contract close-out and contractor assessment
Developed process for post=completion review and assessment so that contract performance could be assessed and reviewed. Results would be used to incorporate into future contracts and also to determine the likelihood of that contractor being engaged for similar work.
Commercial objectives and budget targets would also be reviewed to assess success or otherwise.
Reporting and compliance
Worked with Internal Audit Group to determine key objectives that had to be met for the tender and contract award process as well as the implementation of the Contracts Management Module in Ellipse.
o Developed a strategy which included:
Outline of requirements.
Identification of changes to existing processes that would result from the implementation.
List of people exposed to the changes and the extent to which they would be exposed.
Process map describing how the new process would work and who would be responsible for each step in the process and what tasks each step involved.
Worked with system infrastructure and technical people in Mt Isa to establish a set of permissions for each person involved in the process that implemented the correct set of checks and balances that achieved best business practices and satisfied internal audit requirements.
Prepared responses to Xstrata internal audit and used these findings and the assessment as a gap analysis to develop new and improve existing commercial and HSEC processes as they applied to tenders and contracts.
Conducted full review of template contracts and made changes in consultation with Legal.
Developed reporting schedule for all tenders and contracts using Microsoft Project Gantt Charts. This was an effective way of communicating to Contract Owners and Managers all aspects of tender/contract requirements and likely timing for key events such as site visits, tender opening and closing times, contract award dates and commencement dates.
Operational Support
Provided training to site personnel in contracting policies, practices and systems, and in writing Specifications/Scopes of Work to allow the development of appropriate special conditions.
o Conducted presentations to Superintendents and Managers discussing not so much the tender/contract process but the objectives that needed to be achieved from a commercial and compliance perspective and then would work with them to develop ways that these objectives could be achieved within the context of their own existing operations.
o Worked extensively with Contract Owners/Project Managers to help them understand the tender/contract process and to develop tender/contract processes that facilitated existing commercial and operational practices as opposed to trying to impose new processes that required changes to the existing critical path.
o Focus on maintaining existing operational practices and then attach to them compliance and contractual requirements that can be managed by the Contract Superintendent.
o The objective always is to let operational people focus on their commercial arrangements and requirements and then provide the administrative support to them to make sure the operations are compliant and that contractual requirements are met.
Other relevant personal attributes
15 years in banking and finance
Degrees in Economics, Econometrics (statistics) and Finance
Multi-lingual with excellent oral and written command of the English language
Spent many years in senior roles implementing new products/processes and ideas where the need to lead others and gain support for ideas is essential.
Ability to formulate contracting solutions that comply with policy and procedure and satisfy internal stakeholders.
Trained as a quantitative analyst and have a statistical and numerical background specialising in finance. Detail is an inherent part of my professional training.
I use spreadsheets and flowcharts to analyse legal documents in great detail.
Good interpersonal skills, with the ability to proactively engage and communicate with, and influence internal and external stakeholders at all management levels.
o Interpersonal skills are based on a need to get a job done and I focus on communicating efficiently and effectively.
September 2008 – July 2009: Assistant to the Managing Director, Douglass Radiology
Assisted the owner of Douglass Radiology to restructure the business, cut operational costs and implemented strategies for increased revenue. Left when tasks were complete and my girlfriend and I decided to relocate to Darwin.
July 2008 – September 2008: Consultant Role
Developed Unit Trust for Serpentine Consultants to raise investment funds for the development of a retirement village.
April 2007 – July 2008: Head of National Strategy, Basis Capital Funds Management Limited
Started as head of sales and marketing strategy and ended by running their middle office and assisting in the winding up of the company during the onset of the global financial crisis. Made redundant prior to company being wound up.
September 2006 – April 2007: Portfolio Manager, MFS Premium Income Fund.
Responsible for the daily operations and development of the fund to increase Funds Under Management. Resigned for ethical reasons as I disagreed with the way investment decisions were being made.
April to September 2006: Contract role at MMC Asset Management.
Developed portfolio analytical tools for Chief Investment Officer. No long-term role available to me.
2004 – 2006: Head of Research, Macquarie Financial Services.
Similar role to Monitor Money. Position made redundant following outsourcing of research services to Mercer.
2002 – 2004: Head of Research, Monitor Money
Responsible for portfolio construction and manager selection for financial advisers. Helped transition research function to AXA when they took over Monitor Money. Position made redundant thereafter.
2001 – 2002: Senior Quantitative Analyst, Advance Asset Management (St George)
Responsible for developing Strategic and Tactical Asset Class models for Advance’s Diversified Funds. Also developed portfolio blending tools for sales team. Positions made redundant following a restructuring of the group.
1999 – 2001: Research Manager, ASSIRT.
Responsible for providing asset class and fund manager allocation advice to Financial Advisers who were part of the Pact/Securitor Dealer Groups. Seconded to St. George who owned ASSIRT.
1997 – 1999: Economist, Westpac Institutional and International Banking Group
Responsible for developing forecasting models of key components of GDP such as Retail Sales Expenditure, Motor Vehicle Registrations, Housing Approvals. These forecasts were presented as written research notes for internal and external clients. Left role to apply new econometric skills to funds management applications.
1996 – 1997: Graduate Development Program, Department of Recreation and Sport, South Australia
1996: Graduate Development Program, Department of Road Transport South Australia
1989 – 1994: Outdoor Environments of Adelaide
My own landscaping and brick paving business. Stopped it to focus on final year of university
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Last Updated on 14-Aug-10
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Full CV/Resume available to paid companies/recruiters as an attachment
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