Keith resume Rev 40 Summary

Résumé of Keith O’Brien

30 Robinia RiseHelena Valley, WA 6056Phone: (08) 92503901Mobile: 0458 581725Email: [email protected]

Summary I am a creative, passionate, motivated, and focused individual with extensive experience in leadership, management, mining operations / business improvement and IT.

Characterised by others as an outstanding leader, driven by clear and compelling goals, incisive in identifying problem areas, imaginative in finding and implementing solutions, strong in accurate planning, complemented by excellent people skills and persuasive ability.

I am recognised as a ‘businessman’ within the business.

I am able to envision strategic goals, conceptualise approaches & methodologies, and ultimately translate vision into reality by building individuals & teams who are motivated and energised to deliver.

Demonstrated competence in directing and managing multiple major projects, delivering results aligned to business strategy within budget and agreed time frames.

Current Role – Business Engagement Manager FMG –May 2013 - Current

My role as a Business Engagement manager is to improve the relationship between FMG IT and the Fortescue sites. The goal is to build trust with the sites and involve myself very early in opportunities coming from the sites for business improvement. In the past, sites were performing in their own individual silos and implementing their own technology using their own people.

I commenced travelling to sites almost immediately to build the trust, understand the business and observe what people did on a daily basis. As the relationship grew, the site people spent time with me in Perth office and getting to know the Perth teams which helped build a stronger bond and understanding..

80% of my work was with the Christmas Creek site, 10% Port and 10% Corporate. Christmas Creek was the most complex site in the Fortescue family as it had multiple contractors running various sections of the mine. I quickly established a rapport with all the parties at Christmas Creek and held regular meetings with Fortescue IT to ensure we delivered on what we agreed to deliver to the business.

I got thrown in at the deep end with Christmas Creek as my first task at Christmas Creek was to initiate the removal of the Crushing Services International contractor from the Christmas Creek OPF for safety breaches. Since then, I have also removed Global Surface Mining, Macmahon and

mailto:[email protected]


currently in the final stages of removing Downer EDI. These were incredibly complex IT tasks as for instance, the fleet management Jigsaw systems, Rajant wireless mesh, Trimble and Miint reporting platforms were all running on the contractors hardware. Once the business made the initial decision to remove Global Surface Mining, I had to learn from scratch Jigsaw and Rajant technologies as the remaining contractors were reluctant to allow our surface miners a presence on their mesh network so I had to work out a solution that was acceptable to all parties.

Once we removed Crushing Services International, we had to come to grips very quickly with the contractor applications which we were not familiar with. Since then, I have completed a complete hardware refresh at the process control area of site using Cisco UCS and HDS technology, also simplified, improved and integrated the Stockyard network into the above technology, removed the old contractor applications of Pi Historian and Ampla and implemented a comprehensive CCTV system. The CCTV system became crucial later on when we built the remote operations centre to operate the plant remotely. This is now the most technology advanced site in Fortescue offering us full hardware and software redundancy over three locations and remote plant operation..

In summary, Christmas Creek projects were: Removal of Crushing Services International, Removal of Global Surface Mining, Removal of Macmahon, Removal of Downer EDI, GE Lite Collision Awareness System, Stockyard Network remediation, Alcolizers linking into our Gallagher system, Pervidi barcoding system for fire equipment inspections and testing, CCTV to allow us to monitor the TLO (Train Load out) and balance machines and duplication of the TLO control office so we can operate the TLO from the operations centre.

On the Port side, I rolled out the Emergency Management System, Port unmanned visitor kiosk and CCTV for wharf to customs requirements.

For corporate, BEIMS for building condition monitoring at all the Fortescue villages, Noggin emergency management system, new FMG corporate website.

Current projects getting underway include a new mobilisation system, a system to stop broken bucket teeth jamming our primary crusher and stockyard stockpile reconciliation.

In my role, I am striving for consistency across all FMG sites. I form steering committees to gain consistency in how Fortescue implements for example SCADA, Historians, delay accounting, condition monitoring and redundancy across its ore processing facilities.

Other Career Highlights

Implemented a sustainable business improvement solution for Rio Tinto for asset compliance and also solving issues around classified plant, sparing philosophy, MPU’s and oily water separators.

Formed my own business after discussions with Omniware which allowed me to perform the full range of business functions for the Omniware customers in Papua New Guinea and training for the users in Australia. Omniware develops bespoke full workflow driven contract / contractor management systems and Health & Safety systems mainly for the resources industry.

Implemented global standards at Omniware Australia for software project, development, test and release management. Put forward a strategy for vertical contract management products especially in the EPCM market to turn


around the fortunes of the company. This enabled to us to win customers like Amec, Crosslands, Citic Pacific, Adelaide Aqua, Karara, FMG, ENI and SKM.

Finished off my Certificate 4 in Frontline Management at AIM which included a full workplace assessment involving my peers. I also gained membership to the Institution of Engineers Australia at this time.

Appointed as Group IT Manager at ERG. One of my first tasks was to restructure the global IT team at ERG so the team became more business focused rather than purely IT focused.

Delivering the most successful project in ERG’s history which was the Christchurch New Zealand project. I put a lot of this success down to the high performance team I put together using the Belbin team role model.

Setting up the global customer support service desk and personally visiting Stagecoach in the UK to resolve their serious equipment operational issues.

Outsourced all Wesfarmers Dalgety support activities to Wang Global and merged Dalgety IT with Wesfarmers Rural IT.

Merging the pc operations of Federation Insurance and Wesfarmers Insurance.

Setting up the first fully redundant Lotteries Commission computer systems in Perth to run Lotto.

Career Detail – Previous Roles

6 Month Business Analysis – R1i for Fortescue Metals GroupDecember 2012 – May 2013

Reporting to the IT Business Portfolio Manager and implementing approved projects that align to Fortescue corporate objectives. The projects implemented are discussed below.

Project: Implementing an Emergency Information Management System for Fortescue for their Pilbara operations. The solution deals with mobilising teams to deal with site emergencies and managing the emergency in line with the AIIMS process (Australian Inter-service Incident Management System). The project tasks involved generating a stakeholder list, meeting with all stakeholders, grouping requirements using MoSCoW, generating Functional / Non-Functional requirements, putting together a product evaluation matrix for the meetings with suppliers and producing a Business Case to purchase the preferred solution.

Project to implement processes / systems that allow Fortescue to allocate costs correctly to tenements. Fortescue have to meet a minimum expenditure level per tenement per year. If the minimum expenditure level is not met, there is a possibility that the company could lose the tenement. The project involves similar tasks to the above.

3 Month Business Analysis – Wave International for Rio TintoSeptember 2012 – November 2012

The challenge was to ensure that Rio Tinto assets complied with the latest changes to existing legislation or new legislation. The assets also needed to comply with any amendments to license conditions. When a change was evaluated and deemed necessary, it may result in a change to a Rio Tinto maintenance tactic or standard specification.

I examined all the relevant new / updated legislation, license conditions and


best practice guides, I met with all the relevant stakeholders from various groups within RTIO (Operations, Maintenance, Electrical, Utilities, Tech Assurance, Operational Readiness Dangerous Goods, etc) and discussed each piece of legislation within a Risk Workshop to understand the residual risk to Rio Tinto.

The brief from Rio Tinto was I had to design a solution using existing Rio Tinto IT systems. I drew up numerous scenarios in Visio and I narrowed down a process that would give Rio Tinto a sustainable solution to this on-going problem. To demonstrate this to the customer, a manual solution was initially shown using Excel.

Other risks and areas of concern were also identified during this process, for example, incorrect repair or non-compliant repair of classified plant was causing a lot of expensive rework, Master Agreements not in place for regular maintenance items, sparing philosophy was sometimes placing Rio Tinto in an unnecessary sole source position, MPU when delivered was not fit for purpose and oily water separators in the maintenance workshops were not coping with increased capacity which was leading to environmental issues.

Wave also asked me to review CMMS systems for some of their other clients.

Tasks PerformedCompile a RTIO stakeholder listMap out the various pertinent clauses from the legislation for discussionOrganise meetings and risk workshops with the stakeholdersDocument user requirements or perceived gaps in the existing processMap out multiple scenarios in VisioPrioritise requirements (Must Have, Should Have, Could Have or Wish List)Design an initial manual process in ExcelAutomate the process using existing business applications within Rio TintoReview CMMS systems

Contract HSE Management – PM / BA (Own Business) 2010 - 2013

Following negotiations with Omniware, I formed my own business and was appointed official training resource for Omniware (now Omega) products in Australia. I was also given the full spectrum of roles for customers in places like Papua New Guinea.

Roles were Business Analyst, Project Manager, Test Manager, Installation Manager, Training Manager and Support Manager.

I conducted training courses on behalf of Rio Tinto for EPCM company employees on the Rio Tinto contract management system in Perth.

I supported Barrick PJV 7 days a week with their full workflow driven contract management system in Papua New Guinea. I have had a very long association with Barrick. This started about 2007 when Mark Fisher requested Omniware to develop and deliver a state of the art full workflow driven contract management system. I was the BA and PM on this project. This automated approvals and brought Environment and OHS into the approvals process. It also enabled these groups to view the Job Risk and the Contractor Risk. It also has a module to manage indigenous contracts.

Following a resignation of the Barrick PM, I was asked by Barrick to manage the whole internal change management process for the project on implementation. This involved attending the daily site management meeting, meeting with individual stakeholders, discussing how the change would be implemented, showing betas of the solution and proposed screen designs. I


put together a rollout plan and we set an implementation date. This was followed up with two lots of training which was conducted to cover field breaks.

I supported OK TEDI in Papua New Guinea with their Omniware Health, Safety & Environment System. The current system tracks Incidents, Hazards, Inspections, Audits, Action Items and has a site Risk Register with current controls and additional controls applied so we understand the real residual site risk. The system also contains up to date JSA’s, CBA’s and SWP’s for specific work tasks. This system was built to interface seamlessly with the hospital in Tabubil so the progress of people returning from injury could be tracked.

Provided independent consultancy and demonstrations to new potential customers. Goldfields and Oz minerals are two examples

Tasks PerformedTravel to PNG once every six weeksGathering and documenting requirements while onsiteMapping out multiple process flows in VisioMeeting with Omega PM and senior developers to discuss changesProject Management of changesTesting of releases and documenting test resultsInstalling releases onsite and training various user groupsIssues ManagementProviding support while onsite and also remote support from PerthProvided training to Omniware Australia customers mainly on EPCM contract management.

2IC / Operations Manager / Project Manager - Omniware Australia PTY LTD

2007 – 2010 – Team Size 12 In 2007, I joined Omniware Australia as the Operations Manager. I was

responsible for the business development and software development teams.

Immediately, I noticed a lack of process in the organisation which was leading to projects being late and suffering significant failures. One of my first tasks was to implement global project management (PMO), development, testing and release standards. Project management standards were based on Prince 2 fundamentals.

I scheduled work for the teams, prepared monthly income projections and weekly resource utilisation reports. I was responsible for hiring, salary reviews and on-going training.

I also had to manage my own share of projects. These projects were full workflow driven bespoke contract management and Health, Safety & Environment systems, mainly for mining and oil & gas customers. Some of these systems were required to interface with ERP systems like Pronto, SAP, Oracle and Elipse.

Some of these systems were equipped with digital dashboards which allowed the business to instantly make decisions based on the information being presented. Some were hosted in the US and offered on a SAAS basis. Most required legacy data to be imported.

Suggested a strategy to turn around the fortunes of Omniware Australia which was accepted by the CEO. This enabled Omniware Australia to retain more revenue and increase sales.


This has led to the marketing of vertical products mainly in the EPCM contract management environment and also offered SAAS as an option.

I personally managed the Rio Tinto, SKM, Calibre, Barrick Porgera, Barrick Kanowna Belle, Norilsk Nickel, OK TEDI, Roc Oil, Shell Nigeria, Apache and iPerintis projects. These are all web based systems running on SQL or Oracle databases.

On these projects, I performed the following roles:

Business Analyst (involved drawing up multiple process flows in Visio showing current process and future process), Project Manager, Test Manager, Installation Manager, Training Manager and Support Manager.

Tasks PerformedBusiness development & software development team managementBranch Leadership and product innovationSetting global PM, development, testing and release standardsPrepare income projection and resource utilisation reportsPrepare and send out monthly invoicesBusiness Analysis / Project Management of my projectsStaff hire & developmentStrategic planning with Omniware globalImplement Deming cycle for process improvement

Group IT Manager – ERG Group2002 – 2006 – Team Size 25

I was heavily involved in the restructure of the whole ERG business. Following this, I was asked to take up the position of Group IT Manager by the CEO as IT was perceived to be a problem area for the company and I was good at fixing problems.

IT had become very internal focused and lost sight of what the business was trying to achieve which was leading to a lot of frustration outside of IT. Having sat with each team member and using tools like Belbin Team Role model, it highlighted very quickly to me that the senior management perception was correct and changes needed to be made.

What Belbin was telling me was that we had 13 people in the group and 12 of the 13 were ideas people which meant we were getting a lot of ideas out of the group, just no important work done.

I managed and directed the selection and implementation of Hardware and Software solutions in 8 countries and 14 locations to complement and support ERG’s global business needs ensuring flexibility, scalability, cost effectiveness and efficiency. On Hardware, this involved desktops, notebooks, servers, SAN’s and network equipment for either corporate or project use.

In Software, this involved meeting with the various project groups within ERG to justify software purchases and also renewing things like Lotus Notes, Rational and MSDN licenses on a yearly basis. Business cases were written by me to justify purchase and show payback. The IT Strategy Plan was updated by me on a yearly basis.

Establish written policies and procedures for IT utilisation throughout ERG and create a framework / system for compliance measurement.


Established group wide standards for information technology.

Responsible for the development and implementation of ERG’s short and long term IT strategic goals.

Management of IT budget, monitored costs of existing maintenance contracts and provided proposals / business cases for anticipated business needs.

Lead ERG’s IT Steering Committee ensuring quarterly meetings were held to gain / reaffirm technology strategy and the tactical plans for execution thereof. Output from this was included in the monthly IT Report and a sub section of this inserted into the monthly board papers.

I was responsible for the management of all Australia based IT staff and the technical direction of the distributed functional IT personnel.

Maintain professional contacts with other companies, research bodies and equipment suppliers concerning computer Hardware and Software.

Establish process that will allow IT to be ITIL compliant by June 2007.

Tasks PerformedRestructure of IT which allowed IT to become more business focused.Broke down the barriers between corporate IT and project IT which allowed greater co-operation and efficiencies in the business.Putting together the corporate IT budgetWriting professional business cases for the COO and board to justify expenditure for corporate IT and project IT.Updating the IT strategy plan.Leading ERG’s IT steering committee.ITIL implementationStaff hire and development

Product Development Manager – ERG Group2001 – 2002 – Team Size 80

Management of the hardware design and manufacture, software development, project management, testing, deployment and support of the entire System 4000 bus product range of automatic fare collection equipment.

For customer projects, responsible for the scheduling of manufacture, spot testing off production line, shipment, installation, training and commissioning of the new AFC system.

In the history of ERG, the most successful AFC project ever to be delivered was completed by my team. This was the Christchurch project in New Zealand. The project was for the replacement of legacy automatic fare collection equipment on about 400 buses over two operators and two ferries.

I was asked to take on the Nottingham project that had failed twice for another project group within ERG. The group had underestimated the level of complexity and security required to obtain clearance from the Nottingham County Council. Also, they found it hard working with the customer’s representative and went ahead without understanding the full requirements. Of course it failed UAT each time. I took it over and it passed UAT first time.

I was also heavily involved in the restructure of ERG during this time. I was working very closely with HR in turning the company around. The HR manager was impressed with my leadership, management skills and team building ability. One of my jobs during the restructure was to review the


various frontline management courses and book all of the middle management on a course to improve management skills. I chose AIM to run the course, I set the schedule and I organised AIM to meet the participants with me prior to the training.

My team developed a new smartcard reader that allowed Type A, Type B and Mifare smart cards to be used on ERG’s fare collection equipment.

I held weekly meetings with customers to deal with project issues and variations.

I prepared and managed the budgets for the group including interim budgets (3+9, 6+6)

I developed a product lifecycle plan for the System 4000 fare collection unit.

I ensured that all projects and developments were running ahead of schedule and addressed items immediately that were on the critical path.

I prepared a monthly report for senior management on the state of all internal and customer projects.

Tasks PerformedManagement of various diverse teamsEnsuring that quality hardware was coming off the production line and rigorous testing was performed on the software so it would work in a harsh bus environment.Delivered the most profitable project in ERG’s history.Took on the failed Nottingham project and delivered that.Training of the middle management in management skills.Team management, budget management and product lifecycle management.

Customer Support Manager – ERG Group1999 – 2001 – Team Size 6

Established the ERG Global Product Support centre in Balcatta. The centre was initially setup to track issues in the UK, Dubai, Australia and New Zealand.

Just after I joined, I was sent to the UK for a meeting with Stagecoach. They were very unhappy with the performance of the bus equipment and they were very vocal about this in a meeting in their boardroom. Once the anger had died down in the meeting, I pulled out the butcher paper and we sat down and devised a plan to resolve all the issues they were suffering. One of the biggest issues to overcome was to get the developers to understand what the customer was going through because in most cases the developers thought the software was working correctly. It was just not robust enough for the environment it was put into. I did resolve all their problems within a three month period and relationships improved dramatically.

Prepare and monitor the budget for the Support Group.

Establish a professional Service Desk equipped with state of the art software tools for tracking customer observations and issues.

Establish and maintain good relationships with internal customers (development teams, Product Managers) and external customers (Customer and ERG remote support personnel).

Establish and monitor service level agreements.


Replicate customer software and hardware faults to allow engineers to resolve issues.

Schedule the release of patched software in conjunction with the client.

Network / PC Support Manager – Wesfarmers Dalgety1995 – 1999 – Team Size 4

Oversee development of standard builds for new equipment to eliminate repetitive build work

Implement outsourcing with Wang Global to reduce operating costs.

Developed a 'two supplier' agreement for PC equipment and organised the suppliers to load the SOE that my group had developed. When a branch user took delivery of new equipment, it arrived ready to be plugged straight into the network.

Organised the merger of Dalgety IT into Wesfarmers Rural IT using the integration plan and methods we had learned and perfected while merging Federation Insurance IT into Wesfarmers Insurance IT. I worked with some great people at all levels of Wesfarmers at this time and we learned so much about the best approach to merge two companies together with the least resistance and pain that usually comes with mergers and acquisitions.

PC Support Manager – Wesfarmers Federation Insurance1989 – 1995 – Team Size 4

Merge the PC operations of Federation Insurance and Wesfarmers Insurance and present restructure plan for the combined group.

Merged the 12 branches of WFI into the 80 branches of Federation Insurance.

Benchmarked various virus protection products and implemented the McAfee suite nationally on top of new Windows NT servers in all merged branches.

Customer Service Engineer – Concurrent Computer (Perkin Elmer)

1985 – 1988 Supported large customers like Wesfarmers Insurance, State Planning

Commission, Conservation & Land Management, Murdoch University, Lotteries Commission and Department of Defense at Pearse Airbase and Garden Island.

My biggest achievement was setting up the 1st Lotteries Commission computing hardware system and testing the redundancy between the two redundant systems before handing over to G Tech from the US for Lotto to go live for the first time in Perth.

EDUCATION National Certificate in Electronic Engineering (Ireland)

Certificate 4 in Frontline Management (Australian Institute of Management)

Green Belt Six Sigma

Member Institution of Engineers Australia

Diploma in Workplace Safety & Health

Proceed Accelerated Product Development (Queensland Management


Institute)

Rajant breadcrumb RF technology

Sepura Radio manager Training

Damm Tetra / Tetraflex training

Accounting for Non Accountants (Australian Institute of Management)

Project Management Techniques (Australian Institute of Management)

Certificate in ITIL Fundamentals

Business Writing Basics for Professionals

St John First Aid Certificate

HOBBIES Tennis (A Grade), Golf, Volleyball, Finance & Investment, Reading to keep up

with technology, Venture Capital, Motor sport, AFL, Stock Market / US Options Trading, Management books and techniques for improvement

COMMUNITY ACTIVITIES Member – Midland Lawn Tennis Club

Manager – Boys Tennis West Team

Previous Member – La Salle College School Board

RefereesBen De Neef

Process Control Superintendent FMG0474 213024

Sally DietzlerSRA Australia0420521440

Keith resume Rev 40 Summary

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