Aisha Murray

Reporting to the Earth and Environment business group, responsible for managing a variety of works, providing guidance to staff on all facets of development and delivery, overseeing commercial aspects of large multi-disciplinary projects and plays a key role in facilitating business growth

• Project Director for the Mandurah Estuary Bridge Duplication, under a design and construct model, with Georgiou and BG&E. Managed all commercial aspects of the WSP scope and created process for efficient construction support activities
• Program Manager for The Perth Mint Remediation Assessment – managing several packages of work for the preliminary assessment of 22 former Battery Sites (Abandoned Mines), preliminary “make safe” planning, risk assessments and stakeholder management. Demonstrated strong organizational and time management skills while managing multiple projects.
• Project Manager for BHP Non Process Infrastructure Compliance Upgrade – Phase 1 (SPS), assessing the impact of PFAS on the below water table across 10 BHP owned asset locations throughout Western Australia. The project included assessment of 94 facilities and 46 process streams. Partnered with project and client team members to identify and quickly address problems and find suitable solutions.
• Undertook a forensic audit of the WSP Geotechnical packages for the North East Link Project – reviewing performance against risk, cost, progress, forecast, scope and resourcing, creating processes to simplify the performance planning and monitoring aspects across the $26m design suite of packages
• Management of air quality and smoke dispersion design packages on behalf of WSP, working with SPARK to optimise ventilation structures (x 3) contained within the project scope. Scheduled and facilitated meetings between project stakeholders to discuss deliverables, schedules and conflicts. Coordinated closely with technical teams during system integrations efforts, resolving issues promptly for seamless implementation experiences.
• Provision of commercial guidance to Western Australian teams to support business development activities, including oversight across the Calibre Integration with Earth & Environment. Updated stakeholders and senior leaders on progress and roadblocks.

Reporting to the Regional Lead (WA), responsible for developing strategies to introduce emerging service lines to the market and ensure the successful delivery of projects through commercial, client and delivery management

• Development of Regional Business Plan, incorporating growth and diversification strategies. Contributed to risk mitigation efforts through careful analysis of potential threats to operations or profitability, recommending appropriate action plans when necessary.
• Providing growth and delivery guidance to new business divisions including guidance of strategic recruitment activities to create a Rail and Defence Service offering
• Overseeing the delivery of a program of works (CBH) for the newly formed Rail team
• Development of project controls and planning systems, project documentation and standards
• Technical and commercial reviews, clarifications and negotiations
• Identification and planning of key improvement initiatives within project management and project support, people & culture and business development functions.

Working with the Regional Director (Energy and Resources Australia) to integrate new business partners and create the successful delivery of combined service offerings into the mining sector (water and closure)

• Work closely with integration partners to bring together Stantec, Engenium and Cardno business groups, establishing valuable partnerships, to create mutually beneficial synergies that helped to accelerated growth for all parties.
• Plan for and achieve strategic service offerings with the Energy and Resources Group. Managed accounts to retain existing relationships and grow share of business.
• Collaborate across the business globally to build the newly formed Energy and Resources profile within targeted service offerings - water, closure.
• Identified and pursued valuable business opportunities to generate new company revenue and improve bottom line profit.
• Increased client base by identifying new business opportunities and cultivating strong relationships with key decisionmakers.

Reporting and working closely with Regional Leader – Western Australia, Group Leaders and seniors across the business, with a key focus to plan, develop and implement client initiatives to deliver upon the local business strategy

• Build market position by locating, developing, defining, negotiating, and closing business relationships
• Developed customized solutions for clients based on a deep understanding of their unique pain points, delivering exceptional value and driving repeat business.
• Liaison with leadership team and board and legal on risk management
• Commercial management – contracts, tenders and ongoing delivery of commercial obligations
• Project delivery including environmental works as part of a global lithium project
• Collaborate with sector leaders - managing the development of strategies and providing advice on priority commodity, sub-sector client or regional focus
• Nurture and grow existing client relationships, and mentor and guide consultants in business development
• Financial development and management and control of large projects
• Golder representation within the Leach Welshpool Alliance “Alliance Management team” overseeing aboriginal engagement and sustainability outcomes as well as managing the overall commercial outcomes on behalf of Golder..

• Consulting to various businesses (start-up and operational) on budget / financial development, business planning, improvements and management
• Mentoring new business owners on set up and management, including selling processes, financial and cashflow management and customer relationship strategies
• Worked with a confidential start-up business to develop a bespoke application with the ability to track vehicle movements within the Perth metro area.

Business Manager for start-up technology business, serving the mining industry. Role was to build and manage a long term sustainable business, whilst increasing the efficiency and effectiveness of corporate services to the operational business aspects, whilst driving growth in all business facets.

• Development, management, and promotion of business strategies, plans and annual growth targets
• Overseeing delivery performance on professional services engagements
• Financial management and control of profit and loss, cash flow and budget adherence
• Budget development for all business units
• Commercial management – overseeing the delivery of commercial obligations. Negotiated contracts with suppliers and vendors, securing favorable terms for the company while maintaining strong relationships.
• Streamlined business processes by implementing new project management tools and techniques.
• Implemented business strategies, increasing revenue, and effectively targeting new markets.
• Anticipated financial impact from operational issues and worked with leadership to develop solutions.
• Liaison with board and legal on risk management
• Develop, implement and manage sales and marketing strategy and processes
• Develop and drive HR initiatives – learning and development and employee support protocols
• Development / management of training and promotion initiatives for staff
• Create and maintain management system structure aligned to ISO standards – including health and safety, environmental, quality and service delivery management systems
• Develop and report against business KPI’s
• Development of project controls processes in line with client’s requirements
• Develop and managed major relationships and formal partnerships with network providers, and technology and service providers
• Lead the growth of the organisation from one divisional area to five, prior to the successful sale of the business to a major global technology and asset management organisation.

Director / owner of Sadhana Consulting Pty Ltd, providing consulting services to primarily resources companies to develop and deliver on growth strategies

• Worked in conjunction with a Tier 2 miner to develop a major port and rail solution for Australian junior mining companies. This involved aligning relationships with port operators, rail operators and government agencies, and developing commercial standards to proceed
• Designed, developed and trained two fabrication businesses in strategy and business planning, providing guidance on reporting performance, delivery process improvements and promoting their business development targets within
• Board member for LibertySteps.org, a not for profit organisation enabling and empowering women in Sierra Leone, providing guidance and facilitate the set-up of the organisation in line with government requirements from an Australian perspective
• Worked with numerous other charity organisations including, Community Mates, a collaborative volunteering organisation and the Princess Project for underprivileged children
• Developed a business case for the tracking of truck movements through regional Australia in conjunction with Solosi (simulation and visualization consultancy) and the governments Royalties for Regions programs. This concept grew to include regional airport management and flight tracking for small miners.

Rail and Transportation Division

• Define strategy for and develop, comprehensive Western Australian business plan encompassing integrated marketing initiatives designed to penetrate and grow targeted markets and stabilize the corporate operations of the business unit
• Communicate with customers, management, internal departments, and vendors to coordinate overall strategy in accordance with corporate goals
• Development of due diligence and business cases for new markets and regions including Mongolia, and the Middle East
• Account Management of tier 2 mining clients
• Management and development of annual business plans
• Management of commercial contract alignment and delivery of contract requirements
• Maintained strong client relationships and developed new client relationships for mining, rail and technology groups
• Bid management of proposals, working closely with Project Managers, Clients and other Stakeholders
• Services estimating for tenders: defining project deliverables and hours requirements to complete lump sum, and schedule of rates type fee estimates
• Management of job profit and loss and pricing responsibilities to ensure accurate profit margins are maintained
• Seconded back to RTIO for estimate management on the Simandou project, based out of Perth, delivering and managing deadlines for Calibre Global, KBR and SNC Lavalin

Corporate Head Office

• Reporting to Company Director, Operations, Finance and Legal teams to undertake corporate and business improvement activities
• Development and delivery of roll-out to upgrade of company finance system
• Development works for company estimate analysis database, including preparation of company benchmarking materials
• Proposal and pricing development
• Business Unit project and personnel forecasting and planning activities
• Business reporting and analysis of group performance data: weekly, fortnightly, monthly

Lead Estimator – Calibre Projects

• During this time I assumed roles within the project and corporate environments, including a long-term consignment in Brisbane, working on secondment for Rio Tinto, and also within the Calibre offices
• Broadmeadows Optimisation Project – BMA Brisbane: Creation of project estimate system and structure
• Client and subcontractor engagement and commercial discussions
• Kestrel Coal, KBR / Rio Tinto Iron Ore – Brisbane
• Preparation and management of final reforecast estimate
• Liaison with KBR key project personnel on ensuring current and accurate scope
• Liaison with procurement and contracts teams to obtain budget and tender pricing
• Assisting key Rio Tinto representatives with the finalisation and sign-off of re-estimate
• Brockman Syncline 4 – Rio Tinto Iron Ore Expansion Projects
• Provided first point of contact to RTIO for management of scope and estimate deadlines
• Developed a strong relationship with the “owners team” including senior management
• Liaising with procurement and contracts departments to obtain and award timely and accurate quotations and tenders from vendors for various facilities of the project; providing accurate budget inclusions and analysis at tender stages
• Management of engineering requirements for inclusion within estimates including equipment specifications, facility layouts and equipment lists etc
• Ensuring continual contact with management and leads to ensure accurate and current scope is reflected
• Implementation and maintenance of deliverables management system, including conducting training sessions for all staff
• Working closely with Project Controls Manager to ensure an accurate control budget is utilised
• Management of workflow within estimating department, control of procedures and updates to these, co-ordination of review processes
• Identify and analyse trends within project, by conducting regular reviews and re-estimates of material take offs
• Successful submission of OOM and DES estimates for ‘phase 2 early works’ expansion of project
• Management and planning of DES submission for ‘phase 2’ expansion of Brockman 4 project.

Short term contract assisting the Expansion Projects group with the reconciliation and close out of various iron ore projects under the lead of the group commercial manager

• Completed close outs for Cape Lambert, Dampier Upgrade and Rail Projects and West Angeles
• Identifying and correcting errors within SAP in order to accurately reflect costs incurred during the project and ensuring these are reported correctly
• Compiling periodic and month end reports for the use of the EPCM and owners team in the reconciliation process
• Reconciliations for 16 projects
• Project budget management
• Reconciling of all packages with in the budget in preparation for ‘close out’
• Manage Capital Appropriation within the scope of work, ensuring a correct reflection back to the budgets between EPCM and owners costs
• Identifying and correcting errors within SAP in order to accurately reflect costs incurred during the project and ensuring these are reported correctly
• Compiling periodic and month end reports for the use of the EPCM and owners team in the reconciliation process.

Management of accounts department, reporting directly to the company financial controller, with three direct reports

• Business and financial reporting to Financial Controller, General Manager, Subsidiary Company (Polysius) and Head Office in Germany
• Controlling of smaller interstate based subsidiary company (Polysius) financials including ageing reports, maintaining trial balance, intercompany reconciliations, and compiling / controlling back charges
• Working with Project Managers to maintain and control expenditure and maximise profits
• Production of month-end contract cost reports, including maintaining profits on materials handling / spares jobs and maintenance of labour hours
• Co-ordinate and maintain staff responsibilities within department
• Reconciling ageing reports, vendor accounts and customer accounts
• Provide backup support to the Financial Controller as required
• Maintaining commercial / contractual obligations
• Provide backup and support for Accounting computer systems (Landmark).