Professional Profile

Since 1995 Tom has been in positions which have required him to manage people, either in the individual or team context. From his initial managerial role with only one or two Project Engineers and Supervisors reporting in to him for the successful delivery of project outcomes, to Operational and General Management roles where he was not only responsible for the development of a number of direct reports, but was also responsible for the delegation through the team of KPI's and cultural and behavioural requirements to ensure optimum performance across the business.

This long-term involvement in the management of people in the construction context has been crucial in growing and moulding Tom's proven ability to build and develop high-performing teams. He is able to communicate with fellow professionals, challenge through a comprehensive understanding of the nuances of the industry language, demonstrate credibility to people at all levels through empathy and understanding, and coach and mentor current and future leaders to be the best they can, and bring the best out in their subordinates.

Tom has benefited from undertaking a number of high-profile psychometric tools (Disc, Hogan, EI) and continually challenges himself to improve on his own communication and collaboration styles.

N Moit & Sons Pty Ltd

Moits is a medium sized Tier 2 construction business whose core activities have been in bulk excavation, site remediation and demolition. Through existing Clients the business started to undertake small-scale Civil works, primarily road and utility works, to further service those existing Clients.

Tom joined the Moits business in the role of General Manager, Civil Infrastructure to enhance the market presence and credibility of the Civil works within the business through a targeted approach to Client development to build a opportunity pipeline with institutional clients such as Councils, TfNSW and the like. His role also focused on improving project delivery performance and commercial management to enable clearer internal reporting of costs, forecasts and risk management.

Tom developed a strong opportunity pipeline though close networking with targeted Clients, as well as identifying the second stage of opportunities to be subsequently pursued. He also facilitated an improvement to TfNSW Pre-qualification levels to widen the potential opportunity base whilst working to develop a stronger, more coherent and confident delivery team.

SVR Consulting Pty Ltd

Since commencing work independently Tom has been engaged to support Clients in a range of capacities:

QUAY CIVIL PTY LTD

Quay Civil is a small to medium sized Tier 2 construction business whose core activities have been in the construction of reinforced concrete structures - specialising in water-retaining structures for major Water Authorities.

Quay Civil is one of Tom's first Clients and he has been working with the business in a number of aspects including Business Strategy, Bid Management, Project efficiencies and Contract Management.

        Business Strategy

Tom has been engaged for a number of months with the senior management team to lead them through a process to develop a Strategic Business Plan. This has included, amongst other activities:

• Developing and facilitating a series of Workshops to develop a Strategic Business Plan;
• Challenging the business thinking to identify opportunities;
• Deep-dive discussions to identify current gaps and supporting the business in closing those gaps;
• Developing and implementing numerous new processes to enhance reporting, compliance and commercial management; and
• Working with the business to up-skill staff in implementation of these processes.

        Bid Management

• Production and presentation of high-quality, professional bid submissions;
• Development of a back-end database of Corporate information, statistical records and organisational Intellectual Property to support bid efficiencies; and
• Enhancing credibility through better articulation and presentation of capabilities.

        Project Efficiencies & Commercial Management

• Development and implementation of financial reporting processes;
• Implementation of Obligations Management processes and documentation; and
• Coaching of individuals to improve reliability in delivery, people-management skills and commercial awareness.

PGH BRICKS PTY LTD

PGH Bricks is a part of the CSR Group, and they are responsible for the manufacture, sale and distribution of building products such as bricks, tiles, pavers, etc.

Tom was retained by PGH Bricks to support them in the initial feasibility process for a significant facility upgrade project. Tom's contributions included:

• Liaison with internal stakeholders to identify potential delivery challenges, and to develop mitigation measures;
• Manage discussions with specialist overseas process equipment providers to confirm an agreed intent with regard to Contractual terms of engagement, key terms and quotation parameters;
• Drive discussions to identify and consider alternative project delivery strategies including Design then Construct; Design & Construct; Collaborative Contracting (Alliance-type) etc,; and
• Liaise with the nominated Engineering Consultants to challenge and validate the initial high-level cost estimate for the project.

When working in full time roles Tom participated in activities from Project Engineering to mobilisation and growth of Businesses, and these roles are described below:

SUEZ Water Australia and New Zealand

In his time at SUEZ Water ANZ, Tom inherited a team of technical professionals whose potential was not being realised. He not only nurtured, supported and coached the existing team members, but also increased the depth of capabilities within the team through strategic and culture-focused recruitment, to create a highly successful team who demonstrated strong attributes including:

• Collaboration;
• Cross-team pier support;
• Open, frank and honest discussions;
• Innovation; and
• Challenge.

Comdain Infrastructure NSW

Whilst building the team at Comdain Infrastructure, Tom was instrumental in the active hiring of the majority of the team which was undertaken directly as an internal function. Tom's knowledge and application of behaviourally-focused, open questioning techniques ensured that not only were the employees he hired technically and practically capable, but they would be the right cultural fit for the business. This leads to low turnover of staff and a consistent approach from all to project delivery.

Abigroup / Reed Constructions / Prior experience

In previous roles, where Tom's focus was more targeted to the management and governance of Projects, he developed an aptitude for working with his multiple project teams to implement robust, meaningful and successful performance improvement programmes. These would adopt the S.M.A.R.T principles and have KPI's through the team structure which cascaded from the senior management of the business, through himself and into and through the project team. This enabled alignment of all team members to achieve the common project and business goals, and these would be specifically tailored to an individual's specific career progression and learning targets.

This approach led to successful staff engagement, growth and development and still remains the cornerstone of Tom's approach to the management of teams within his sphere of responsibility.