Craig Wann

Appointed to lead the Western Australia portfolio, overseeing 12 remote mining sites and 150+ staff across trades and management. Transitioned from successfully managing three eastern region contracts to implement a national strategy focused on technical control, growth, and operational excellence. Developed strong client relationships and addressed critical compliance, culture, and productivity issues through targeted site interventions and training.

KEY RESPONSIBILITIES:

• Built trust with multiple clients through technical advisory and forward asset planning.
• Led the development and performance management of all site staff and leaders.
• Rolled out proven technology solutions to boost productivity and streamline operations.
• Ensured monthly compliance across all contracts, including preventative maintenance.
• Reviewed and implemented safe work systems (SWMS, risk assessments, etc.).
• Delivered on budget targets across all contracts.
• Maintained policy compliance and operational consistency across sites.
• Fostered a culture of accountability and ownership among employees.

Promoted into this role after a successful period as the Regional manager introducing new policies and procedures which saw the Copper Basin have a dramatic turnaround in how they operated. I now successfully manage Copper basin, Surat Basin and Curtis Island and all their assets across 45 different sites across both SA and QLD. I have been responsible for the increase in revenue and profit margin over a 6-month period. I also oversee all aspects of recruitment, HSE and HR working directly with the teams that oversee these areas. I liaise with the Client daily to keep them abreast of operational matters that may have an impact on their business.

KEY RESPONSIBILITIES:

• Advise the client on all technical issues with equipment on site, advising them on the best solution for the problems at hand.
• Responsible for the development of all staff that work on the contract.
• Implement new technology into the contract that increases productivity and improves on our current processes.
• Ensure compliance across all regions of the contract.
• Maintain the compliance of the Emergency Response Team to react to all operational requests.
• Ensure all budget requirements are met across all regions.

Successfully managed the operational aspects of the roads and maintenance contract covering the Port of Brisbane’s 33km network, engaging with the client on a weekly basis to ensure that the Port maintains its operational status on a daily basis. Furthermore, I manage the performance of the contract to ensure that performance standards are achieved for each completed task.

KEY RESPONSIBILITIES:

• Advise Port of Brisbane on issues that may arise that would have an effect on their operational status and advise on an array of solutions.
• Ensure that the project is running a cost-effective model and adjust to suit our needs and that of the client.
• Maintain the emergency call-out teams to meet the Port of Brisbane’s 24/7 requirements.
• Train staff to ensure that we have a multi-skilled workforce.

Promoted into this position after a successful period running the Santos Integrated Contract. Compass group took over multiple contracts from Sodexo and I was responsible for the complete mobilisation and deployment of all three contracts. Responsible for the implementation of all safety guidelines, processes, and IT systems into these contracts to bring the contracts into line with Compass Group. I was also responsible for bringing these contracts.

KEY RESPONSIBILITIES:

• Advise the client on all technical issues with equipment on site, advising them on the best solution for the problems at hand.
• Responsible for the development of all staff that work on the contract.
• Implement new technology into the contract that increases productivity and improves on our current processes.
• Ensure compliance across all regions of the contract.
• Ensure all budget requirements are met across all three contracts.
• Empowered employees to take ownership of their responsibilities, leading to increased accountability and improved performance outcomes.

Successfully managed the Cooper basin and all the assets that are currently being used within the static and mobile sites. I manage all the operational staff within region, their performance standards and the productivity of the sites. I also run all recruitment with close liaison with recruitment staff. I am responsible for all KPI’s within the region.

KEY RESPONSIBILITIES:

• Advise the client on all technical issues with equipment on site, advising them on the best solution for the problems at hand.
• Ensure that all Preventative Maintenance task are completed for the month to ensure that KPI’s are met.
• Maintain Emergency Response team for airport duties.
• Ensure that the mobile camp space is constantly running with all tasks close out to ensure that remote work can be achieved.
• Enhanced team performance by providing regular coaching, training, and performance feedback to staff members.
• Promoted a culture of continuous improvement through ongoing process reviews, employee engagement initiatives, and open channels of communication.

Responsible for the performance across all road’s contracts in Queensland, specifically, Toowoomba 2nd Range Crossing, Logan and Gateway Motorway and the Port of Brisbane - a total of 180km+. Subsequently, I was promoted to Operations Manager and managed the performance of all operational aspects of the road’s contracts within Australia. Engaging with the contracts and their clients, I ensured we delivered and achieved the performance as per the contracts in place.

KEY RESPONSIBILITIES:

• Developed and mentored Contract Managers to strengthen contract delivery.
• Rolled out a customised training program across all contracts; expanded training facilities.
• Standardised operational processes across all road contracts in Australia.
• Introduced technology tools (e.g., iPads, video walls) to support daily operations.
• Delivered a visual management suite across contracts, including staff training.
• Ensured cost-effective contract models, adjusting operational frameworks as needed.
• Served as Deputy Incident Manager, reporting directly to the EGM.
• Implemented a national standard operating model across all contracts.

Responsible for ongoing review of management and maintenance plans, management systems and necessary resources to fulfil the company’s obligations under the three contracts. Managed required resources (plant, equipment and tools, materials and spares, depot and workshop facilities)

Responsible for the operational and financial management of all three contracts.

KEY ACHIEVEMENTS:

• Built an award-winning state-of-the-art training facility for all Roads Maintenance Staff that reduced non-productive time spent on contract, which in turn, increased the revenue on all contracts. This has also allowed for multi-skilling the staff to work on all aspects of the road’s maintenance activities. This facility has allowed for the mentoring program to take effect in a safe environment.
• Successfully introduced Lean system into my management processes, which significantly improved performance by systematically removing waste and reducing variation.
• Won Contract Manager of the Year, 2016. This was evaluated over 14 different countries covering staff of over 24,000.
• Increased earnings before interest and taxes by $1m+ over a 10-month period, not including any KPI payments.
• Introduced a visual management system and Lean process to increase accountability and productivity.
• Coordinated regular contract reviews to identify areas for improvement or renegotiation opportunities.
• Developed strong relationships with clients and vendors, fostering mutually beneficial partnerships.

Transfield Services was awarded a six-year contract with the Department of Defence for the supply of Land Materiel Maintenance (LMM) Services, following the announcement of an early services agreement on 27 March 2013. In this position, I was responsible for all of Southern Queensland, managing the performance and delivery of all fleet services to Defence Sites in support of 15,000 service personnel and all associated equipment, plant and vehicles, from staples to tanks, ensuring the business unit achieved performance commitments laid down in contractual agreements.

Providing leadership and guidance, I ensured effective, efficient and best practices within the contract. It is also due to the mentor programme that I ran within the contract that allowed me to fill gaps within the workforce due to leave, retirement or termination, which in turn, prevented any KPI failures.

KEY RESPONSIBILITIES:

• Provided strong leadership through example by achieving the business’ KPI’s as per contract, and demonstrated a detailed understanding of the profit and loss of the contract, which allowed me to give correct and timely advice to the senior team of supervisors on the management of these areas.
• Minimised unproductive time in terms of working hours and vehicle/plant usage, and reported difficulties to the Maintenance Manager and JLU immediately.
• Maintained a detailed understanding of the client’s business to collaboratively achieve the required business targets.
• Adhered strictly to monthly budgets, and collecting and shared cost information as appropriate and/or requested.
• Recommended maintenance improvements in productivity and | or cost to be implemented and monitored.
• Managed the bid team for any work that was identified within my sector.

Managing 240 Staff, and 500+ vehicles, I was the first Logistics and Maintenance Manager appointed under the new Joint Venture. It was my responsibility to acquire, build and maintain the new depot for the project which was located in the rainforests of Northern Queensland. All records and procedures for operating a project of this size were built from scratch, along with the training of the new staff to ensure that we maintained company and Australian standards. During this time, I developed a detailed training program for all new staff, with ongoing training and assessments throughout the two-year project. Due to the nature of the project, it was my responsibility to engage with our suppliers who were not only based in Australia but also Europe due to the nature of the equipment that we had to use to build the power line.

KEY RESPONSIBILITIES:

• Employed and trained rear gunners for floating cargo carts who could shoot crocodiles if necessary.
• Sourced and imported specialised drill rigs from Italy.
• Responsible for 180km of power lines.
• Sourced floating cargo carts.
• Supervised employee performance, preventive maintenance, and safety.
• Optimised spare parts inventory management by identifying critical items and setting appropriate stock levels based on usage patterns.

Royal Armoured Corps (750 Staff)

Here I enjoyed a long and successful career, where I specialised in transport and logistics, communication and signals, and training and instruction. First and foremost, I was a trained soldier and expert in motivating and inspiring individuals and leading tank squadrons. Subsequently, I served in several operational theatres such as Cyprus, Northern Ireland, Kuwait and Iraq.

Between 2006 and 2008, I undertook a significant logistical role as the Senior Logistics Manager, directly managing large numbers of army and civilian staff. Responsible for the day-to-day running of clothing, ammunition, transport and rations for the Regiment, I maintained the infrastructure and work, health and safety of 56 regimental buildings and contents, ensuring the smooth running of multiple warehouses across five countries.

Directly managing five Warehouse Managers and coordinating all the contracts, goods in/out, and supply of a significant range of logistical or personal consumables for two regiments - a total of 750 personnel. Here, I was frequently further challenged when supplying operational needs for numerous locations around the globe.