Anglo American

Managing the development and an integrated approach for implementation of the Sustainable Mining Plan strategy for SteelMaking coal Australia.

Energy and Climate Change Manager - Australia

Operations Manager

Business Integration Manager

Transformation- Operating Model project lead.

Business Improvement Superintendent

Dowell Windows

Reporting to the State General Manager, responsibilities were inclusive of but not limited to: 

•	Facilitating the implementation of lean manufacturing and management improvement initiatives aiding towards operational excellence across scheduling, warehousing and manufacturing functions; 
•	Analysing, identifying, developing, and implementing plans for improvements throughout the value stream, utilizing Lean Six Sigma methodologies to optimize production lines throughput;
•	Conducting workshops and training across manufacturing, warehouse and dispatch departments to improve understanding and application of Operational Excellence practices; &
•	Analysing production data, performance and breakdown reports to research new technologies on spare parts and equipment to optimize productivity and maintenance management on production lines.

Key Achievements:

Attainment of 2 highly commended awards for Best Application of Lean to Productivity or Cycle-Time Reduction 2017 - Dowell Windows and Doors. Awards achieved for: 
•	Optimization of glass management process at Dowell using lean six sigma tools, yearly costs reduced by $157.000, 6% savings as percentage of sales; & 
•	Debottlenecking of sliding windows production line, efficiencies improved 15%.

Tecnoglass

Reporting to the Operations Manager, responsibilities were inclusive of but not limited to: 

•	Facilitating the implementation of lean manufacturing and management improvement initiatives aiding towards operational excellence across scheduling, warehousing and manufacturing functions; 
•	Analysing, identifying, developing, and implementing plans for improvements throughout the value stream, utilizing Lean Six Sigma methodologies to optimize production lines throughput;
•	Conducting workshops and training across manufacturing, warehouse and dispatch departments to improve understanding and application of Operational Excellence practices; &
•	Analysing production data, performance and breakdown reports to research new technologies on spare parts and equipment to optimize productivity and maintenance management on production lines.

Key Achievements:

Utilised Lean Six Sigma tools to:
•	Improve delivery IFOT from 55% to over 90% of retail orders by centralizing and streamlining scheduling and logistic processes; & 
•	Optimise the value stream line of window wall production line, reducing WIP by 80%, footprint 50% and increasing throughput by 30%.

Continuous Improvement Specialist

BHP Billiton

Reporting to the Superintendent - Mine Maintenance, responsibilities were inclusive of but not limited to: 

•	Ensuring activities were conducted under a zero-harm culture, ensuring safety of the workforce, environment and site property;
•	Using SAP to plan and program preventive and corrective maintenance for mine equipment, reserving required resources for effective and safe execution (personnel, tools and support equipment).
•	Liaising with planning and improvement functions to update SAP maintenance plans and work orders requirements.
•	Monitoring execution of mine fleet maintenance tasks, assuring adherence to work plans defined in SAP, identifying improvement opportunities and applying necessary corrective actions; &
•	Leading failures process analysis of mine equipment, using Analytical failure detection CATERPILLAR system to identify the possible causes and defining necessary corrective actions to ensure a high availability of the fleet (RCA, Fishbone diagram, etc).

Key Achievements:

•	Improved oil changes strategies for CAT 777 haul truck fleet using condition monitoring principles (Achieving savings of up to 10% in oil consumption).

Engineer - Mine Fleet Maintenance Execution (Cerro Matoso Mine)

Reporting to the HSE Manager, responsibilities were inclusive of but not limited to:

•	Supporting business units to identify, analyse and assess material HSE risks, using tools as: risk registers, Bow Tie analysis for material risks, safety critical control audits, safety observations and ICAM for incident investigation. 
•	Facilitating sessions with risk and control owners to design, develop and implement performance standards for engineering and people based critical controls; 
•	Producing weekly and monthly reports for management committee (including trends and performance data); 
•	Participating in HSE business unit strategic planning processes as 5 Years plans and budget definition; &
•	Analysing safety key performance indicators to identify improvement opportunities on processes and staff management.

Key Achievements: 

•	Co-led the restructuring of CMSA behavioural based safety processes spanning 9 business units (350 observers, obtaining a significant reduction in TRIF in FY15 of 2,3 - based upon one million man hours); & 
•	Co-led implementation across 9 business units of a redesigned risk management process to meet new requirements of GLD.

Safety Improvement Specialist (Cerro Matoso Mine)

Acerias de Colombia - ACESCO

Reporting to the Maintenance Coordinator, responsibilities were inclusive of but not limited to:

•	Leading the execution of mechanical maintenance tasks associated to a continuous hot dip galvanizing plant, assuring equipment availability, shutdown schedules, budget, and headcount indicators;
•	Assuring workforce integrity, implementing controls to prevent and mitigate risks associated to maintenance tasks;
•	Diagnosing and improving critical equipment performance under RCM philosophy, applying tools such as RCA and FMEA; &
•	Liaising with internal stakeholders to review the effectiveness of maintenance strategies, critical spare parts stock, reorder points & rotations to identify improvement opportunities.

Mechanical Maintenance Engineer 

Universidad del Norte

Reporting to the R & D Manager, responsibilities were inclusive of but not limited to:

•	Participating in different government, university and private sector projects;
•	Development of software to model structural behaviour of rotary kilns for the cement industry, calculating stress, deformations, safety factors and estimates of life cycles. (Client - Grupo Argos, Colombia); 
•	Design, construction and installation of an inline sample retriever on a conveyor belt, moving limestone from quarry to process facility (Client - Grupo Argos, Columbus Cement Plant); 
•	Structural evaluation of lifting tools and devices used in a mining mechanical maintenance workshop (Cerrejon, Colombia); 
•	Throughput optimization of mobile bulk material stacker by redesigning hopper, lifting infrastructure and altering to a fishbone conveyor belt (Sociedad Portuaria del Norte, Barranquilla Colombia); & 
•	Design and implementation of steam heating distribution system for palm oil storage tanks at VOPAK Barranquilla port terminal.

R&D Projects Engineer

An outcome focused MBA & M. Sc. professional with a strong safety and strategic management mindset, proven success delivering operational improvements in cross-functional teams within large organisations in resources (BHP and AngloAmerican) and manufacturing industries with exposure to multiple commodities in Latam & Australia.

Certified lean six sigma professional, by UNSW, with proven experience in:
• Transformation: Led the implementation of a new operating model and use of new technologies, impacting 1200+ employees, across all departments for Dawson complex in Queensland.
• Technology and data analytics: Passionate about creating competitive advantage by leveraging business models with the use of new technologies
(remote sensing, GIS, IoT, computer vision) and data analytics.
• Operational excellence: Maximisation of the profit across the value chain though the use of theory of constraints, benchmarking and delivery/PMO governance of key initiatives to optimise utilisation of the assets.

Proven capabilities to engage stakeholders at all level of the organisation from head executives to ground floor operators.

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