Organisation: Transport for NSW
Job Title: Project Manager
Location: Sydney, Transport Projects
Good verbal and written communication skills and the ability to deal effectively with people at
all levels
My ability to communicate effectively with all project and company stakeholders has afforded me
a high level of success in my role, both from the aspects of project delivery and reputation. In my
position it is very important to maintain strong and productive relationships with internal and
external stakeholders to ensure the successful negotiation of contracts, production of units and
successful completion of projects. As Project Manager, I liaise with many different people from a
diverse range of professions at all levels of seniority. It is my responsibility that each person I
communicate with understands the importance of the task, where it fits into the process and how
their contribution is important in the process of achieving the project outcomes.
When running multiple projects, the teams I work with can vary in size and geographical location
and have different requirements for input, management and coaching from me. I have developed
strong relationships with my team members through empowering them and giving them
ownership and accountability of their work. By creating a level of respect in the team and
providing guidance, coaching and mentoring as required, they feel part of the process and can see
the tangible results of their efforts and input. I seek feedback from my teams on all stages of the
project and value their professional opinions and ideas.
Internally, I manage relationships with other departments through providing accurate and timely
information and by ensuring my requests are clear and delivered in a respectful manner. Due to
this I am often accommodated for difficult or urgent requests, particularly with the procurement
team if I need to source or expedite products and components in tight timeframes or budgets. The
strength of my relationships contributes to their cooperation with my requests.
Through working on global projects with clients, management and staff coming from diverse
social, cultural and professional backgrounds, I have developed an outstanding ability to adapt my
communication style and delivery appropriate for my given audience. I have an inherent respect
for other cultures and ethnic origins and incorporate this into my communication and
relationships with them. By demonstrating an understanding and respect for people I work with,
whether internal or external, I continue to create positive and productive working relationships.
Capacity to operate both independently, using initiative and self-direction, and as a team
member to produce consistently high quality work
During my role as Branch Manager for the Bank of Queensland, I was required to lead the team
and independently make decisions on behalf of the organisation. My capacity in this role meant
that I was responsible for the day to day operation of the Branch and was escalated difficult
enquiries or problems, which it was my duty to resolve for the customer. I was very successful
within this role in increased business through the branch during my tenure.
My current role as Project Manager means, at the moment, that I manage four teams of staff,
some of which are located within my office, and others spread out across the globe. Within one of
these projects based in Miami, USA, my team and I have worked together to increase the return
on sales from 0.3% up to around 12%, and reduced the bill of materials down from $22,500 to
$20,500, a significant saving. To achieve this, we have implemented innovative ideas and concepts
and presented these to suppliers in order to reduce their costings for materials to produce the
bulk level of train-based air-conditioning services we required. In addition, I have directly
contributed to over 10% bill of materials cost savings for a number of projects and have out-
delivered the return on sales target on a number of occasions.
Overall, I currently manage around 45 people, split into four projects across Australia, Canada,
China, and the USA, including Miami and Honolulu. Whilst this can be a challenge at times, all of
my projects are delivering outcomes in a timely manner and achieving their milestones as per the
project schedules. I give my staff autonomy, authority and responsibility to make their decisions,
and am there to support them if required. I have weekly meetings with staff via teleconferencing
to keep informed and to ensure they feel part of the team with their colleagues. This contact also
helps me in enabling my ability to work collaboratively with my team members and helps motivate
the team to succeed.
Whilst I work in a hierarchy, I am largely self-directed in my role, due to my experience and ability
to deliver on projects within this model. I have demonstrated the ability to both independently
and collaboratively deliver both cost savings and high quality results from projects I have
undertaken.
Ability to use initiative and maintain a high degree of confidentiality, discretion and judgement
while maintaining a strong customer service approach
Within my current role, there are a significant amount of design, manufacture and other
commercial confidences that need to be kept. With the commencement of every project, a non-
disclosure agreement is required to be implemented to protect design and competitive advantage
aspects of the projects and organisation. I maintain my awareness of information given out to
contractors and suppliers to ensure we are not giving away all of our IP during the course of the
work.
Within my current role, I have demonstrated my use of initiative in numerous ways, including the
review, development and update of a range of organisational and project policies and procedures.
One example of this was my development and implementation of a checkpoint process, providing
a stage gate between sales and project management. This concept meant that there was sign off
on the process before the project management stage was implemented, ensuring organisational
agreement and ensuring money and time wasn’t wasted. In addition to this initiative, I reviewed
and updated the project management guidelines to ensure they were current and relevant to the
business. This included procedural references including aspects of action and accountability,
support, inform and consult, depending on which stage each project was sitting at the time.
My strong customer service skills have been demonstrated in my current role through servicing of
both internal and external customers and suppliers. I have a number of large-scale current
customers at the moment within the transport industry in a range of countries and maintain a high
level of service through meeting deadlines, delivering early, committing to weekly meetings,
following up on actions and managing their expectations. One large-scale customer, Bombardier
Transport who is working with us on the Queensland Rail Project, was scheduled to receive a
particular large delivery in May of this year, however requested the shipment early. They stated
that the customer now needed the items in advance of the project by two months. Given the
minimum lead time on these items was around 90 days, this timeline was almost impossible.
Thinking outside the box, I called my China team to see if they had anything already in their
warehouse which might fit the bill for the project in Queensland. After a whole week of searching,
the Chinese team came up with an appropriate product which was shipped to the project very
quickly.
Internally, my customers include my design team, senior management, warranty and my support
team, which I support. To ensure they are getting the support and service they require, I ensure
two way communication channels are open and again, ensure actions are follow through on and
action is taken when required.
Proven project management experience in delivering projects demonstrating experience in
identifying risks in project and working with risk management approaches and mitigation
strategies across multiple stakeholder complex business environments
I possess significant and complex project management experience, gained within my current
Project Manager role with Sigma Air Conditioning Pty Ltd. As mentioned previously, I currently
manage 4 concurrent large projects, including a Queensland Rail project worth $19 Million, a
Vancouver Light Rail project worth $2.5 Million, a Metro project in Miami worth $13 Million and
the Honolulu Metro project worth $4 Million. My teams for the four projects are based in
Australia, the cities where the project is being implemented as well as in manufacturing in China.
Both my formal learning in the form of project management, IT, Coaching, Commerce and contract
management, along with my considerable project management experience enable me to manage
and mitigate project risks, both in the planning and implementation stages. Within my projects,
risk is determined as either commercial risk or technical risk. The most prominent commercial risk
is calculated taking into account the probability of the cost of materials rising before or during the
project along with the risk of changes and variations to the project through customer input,
changing the scope of the project as it evolves. Often, this type of scope creep risk needs to be
evaluated and measured at the time it happens as it is very difficult to anticipate before starting
the project. In addition, it is often a matter of giving the customer a choice as to whether we
incorporate the changes at cost to them, or leave the scope as it was previously. On some
occasions, due to the opportunity for more business through that customer, my decision has been
to include the changes at no cost to the customer. Clearly the opportunity for more business is
extremely important in the commercial environment.
In terms of technical risk, by far the highest risk point is non-compliance. Working across a range
of countries, it is highly important to ensure projects comply with local regulations and legislation
in each country. Each of my projects has multiple internal and external stakeholders to work with,
in a range of countries, each of which is strategically placed. Part of my geographically dispersed
team’s role is to ensure compliance within their own jurisdiction to mitigate this risk for the
project and the organisation as a whole.
Proven experience in contract management and an understanding of tendering processes
supported by experience with and understanding of the legislation, policy, processes and
practices involved in planning for and delivering on procurement initiatives
In my position as Project Manager for Sigma Air Conditioning, I am required to have a thorough
knowledge and level of expertise in contract management and associated legislation, policy and
procedure for both domestic and international clients. In my current management of four
projects, one in Australia and three overseas, it is my responsibility to ensure that the contracts
negotiated at the inception of each project have been reviewed and written in adherence with
relevant local legislation and company and client policy and procedure.
One project I am running is for a US client with specific requirements on the production of units in
compliance with 49CFR, stating that 60% of the cost of the project is to be spent on US
manufactured components. The project was returning little profit on the production of the units
due to the cost of the US manufactured components, so I decided to research the legislation
pertaining to 49CFR to ensure that the contract was accurate and that we were obliged to meet
the requirements of 49CFR. Through my research, I discovered that this requirement was only
relevant to fixed infrastructure such as airports and roads, so did not apply to air conditioning for
rolling stock, which was our core business and that of this particular project. The ruling stipulated
that as long as the products were assembled in the US, the components could be sourced abroad. I
proposed to management that we opt for parts sourced overseas but continue to manufacture the
products in the US to meet our obligations but also increase our profit. This has been
implemented, demonstrating my ability to understand and negotiate on the details of a contract
and apply the outcomes effectively.
A recent contract for an Italian client to supply units in Honolulu, for which I am in charge, had
been reviewed through various steps including the tender team, sales, legal, and by myself. I had
highlighted issues within the contract that I felt were irresponsible for us to commit to, such as
allowing customer to change the delivery schedule any number of times without providing any
compensation. This would put the company at risk as it would have allowed the customer to
change the schedule at will. Due to my analysis and consideration of this clause in the contract, I
will be meeting with the client in person to negotiate a more favourable outcome.
It is a requirement of my role that my knowledge on relevant policy and legislation is up to date.
When I took over some of the projects in Sigma I noticed some anomalies in the checkpoint
process Sigma uses for project stage gates and to negotiate and confirm contracts. Many of the
processes were irrelevant or obsolete, and after analysing this, I was able to recommend a more
streamlined process with a higher level of quality assurance. My ability to understand and
interpret internal and external legislation, policy and procedure has been vital for my success in
my role
Demonstrated high level relationship management, communication, presentation, negotiation
and conflict resolution skills including the ability to manage staff, contractors and consultants
My philosophy when it comes to clients is that I will do everything in my capacity to meet their
requirements, always presenting that I am there to provide them with the highest standards of
service and that their needs are important. By continually focusing on this through my working
communications, I forge mutually respectful relationships based on trust and commitment that I
will deliver on deadlines and expectations.
In my position it is very important to maintain strong and productive relationships with internal
and external stakeholders to ensure the successful negotiation of contracts, production of units
and successful completion of projects. As Project Manager, I liaise with many different people
from a diverse range of professions at all levels of seniority. It is my responsibility that each person
I communicate with understands the importance of the task, where it fits into the process and
how their contribution will be counted. My ability to communicate effectively with all project and
company stakeholders has afforded me a high level of success in my role, both from project
delivery and reputation.
I am an organised and detailed person and like my work to reflect this. I update project plans and
project schedules regularly, making it clear to all stakeholders what the deadlines and milestones
are. I coordinate weekly meetings and ensure there is a continuous follow up on issues raised and
actions required. Actions have dates for completion and team members have accountability for
tasks. Minutes are provided so the group is aware of who is accountable for what tasks. This is a
more formal method of communication but a valuable organisational and communication tool.
My negotiation skills have been demonstrated with numerous clients and projects. With a US
based project, the client had set a specific delivery date, but when this date arrived they wanted
to delay it a few months. I was in the US so I called a meeting with them and our COO. The client
was asking us to store the products at no charge until they were ready to take delivery, but was
non-committal on a date. I persevered with the client, highlighting that we had already stored
them for three months and had sent them a figure for the warehousing costs. To secure a date, I
offered a further two months for free at which point they needed to take delivery or commence
paying storage costs. They signed a contract to that effect due to my ability to negotiate
effectively, with a mutually positive outcome.
Sound experience in delivering quality operational and business outcomes in line with the
direction of the organisation including equality, diversity and WHS
Within my current organisation, we are supplying goods and services to the international rail
industry and are therefore International Railway Industry Standard (IRIS) certified. The IRIS
certification is a globally recognized standard unique to the railway sector for the evaluation of
management systems. Complying with this standard includes aspects of workplace health and
safety as well as quality. Every year, the organisation including my project are quality audited to
maintain the IRIS standard, which we have every year since my tenure began.
Within Sigma Air Conditioning and within my projects, I have a zero tolerance approach to safety,
where anything that puts oneself or others at risk in relation to safety is not tolerated. I have in
the past been a member of the occupational health and safety committee at Sigma where I
actively furthered my knowledge and understanding of this area.
Working in such a diverse and geographically dispersed environment, I have demonstrated my
skills in understanding and accepting other cultures and backgrounds. I have successfully worked
with a broad range of cultures, both overseas and within my own office in Australia. Our projects
are distributed mainly to areas where the project is going to be implemented on the ground, and
our main manufacturing concern is located in China and delivers quality products at reasonable
pricing on a world standard. I believe diversity brings a range of ideas and ways of working which
we can all learn from the therefore I embrace. I often defer decisions so they can be made by the
parts of my team in a country where the decision will have an impact. I understand that their
knowledge of their own country is going to exceed my knowledge and therefore have numerous
trusted team members who I can defer to should it be necessary.
Tertiary qualification in an Engineering, Construction or relevant discipline, or equivalent
experience
As well as being a certified Project Management Professional (PMP) from the Project Management
Institute (PMI), I also hold the following relevant qualifications:
Master of Commerce (Finance)
University of New South Wales – 2009
Graduate Diploma in IT
University of Canberra – 2002
Master of Bank Management (MBM)
(World Bank recommended degree)
BIBM – 1999
My formal qualifications underpin extensive and diverse practical expertise which extends to my
current position as Project Manager at Sigma Air Conditioning and my previous experience
includes Bank Management/Analyst roles.
