Drew O'Sullivan
Ferndale,WA
Summary
I am a driven, talented and ambitious leader that has gained a wealth of experience working in the resources sector for the past 23 years. I have a proven track record of safely delivering large, multi-layered projects through the mobile equipment and operational project business units of both tier one mining houses and contracting companies alike. I have a passion for people management and development, which I believe is essential in the creation of a healthy and productive work environment. I have the ability to build and motivate teams in a climate of trust, which I believe promotes commitment and creativity from employees and ultimately improves safety, culture and overall business performance. With extensive knowledge in all facets of maintenance, engineering, project management, planning, procurement and supply in mobile and fixed plant infrastructure, I believe I have the ability and the motivation to deliver the required outcomes associated with a leading global mining business. I am willing to relocate, travel and spend time abroad and I am currently looking for a role that will challenge me as well as provide a platform for me to grow as a leader.
Overview
20
20
years of professional experience
Work History
Manager - Operational Projects
FMG
12.2021 - Current
- Responsible for Studies, Projects and Construction works across FMG Chichesters (Christmas Creek and Cloudbreak), Iron Bridge, Port and Rail operations with spend annualized Sustaining Capital Spend profile +$1bn AUD
- The Operational Projects group function is responsible for all brownfield projects up to an individual value of $250m per project and encompasses all disciplines - Civil, SMP, Electrical (HV & LV), Tailings Management and Building/Construction with an evolving focus on the business decarbonisation
- Leading studies and execution groups in business decarbonisation stream involving mobile equipment electrification as well as other alternate fuel sources - Hydrogen/Battery Electric/Trolley Assist
- Managing delivery teams both internally and externally in an extensively hit resources sector due to Covid constraints.
- Developed and maintained relationships with external vendors and suppliers.
- Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow.
Manager - Mobile Maintenance & Infrastructure / Registered Manager
Mt Gibson Iron
07.2021 - 12.2021
- Responsible for the Mobile Maintenance, Infrastructure, Projects Logistics and Warehousing functions at one of the world's most remote mining operations
- Lead organizational change towards a predictive and proactive approach to maintenance, planning and forecasting and driving operational efficiency required with geographical challenges presented by working in a remote island environment
- Managing Covid Pandemic challenges presented to the organization operating not only with interstate restrictions in place but also intrastate restrictions present in our remote Kimberley location
- Build and facilitate a closer interface between corporate, operations and traditional owner groups to ensure beneficial ongoing relationships for all parties involved
- Responsible for an overall headcount of + 200 personnel at any given time.
Group Manager - Assets
BIS Industries
03.2020 - 07.2021
- Accountable for developing and implementing a long-term asset management strategy to bring the business in alignment with global best practice
- Managing operational asset requirements and offsite projects to ensure clients and customers' needs are met
- Development of the asset management plan and future state vision for the business around fleet standardization and TCO (total cost of ownership) management
- Managing both operational and centralized functional teams to ensure projects are executed with a high level of safety, precision and adherence with cost and schedule
- Development of an asset strategy revolving around future technologies inclusive of automation, electric and hydrogen solutions and opportunities contributing to emissions reductions in line with ICMM objectives
- Management of Tier 1 OEM contracts for procurement, services and parts for the mobile maintenance operations across Australia and Indonesia
- Management of remote functional teams in WA, SA, NSW, QLD, TAS and Indonesia
- Controlled costs and optimized spending via restructuring of budgets for labour, capital assets, inventory purchasing and technology upgrades
- Established and administered annual budget with effective controls to prevent overages, minimize burn rate and support sustainability objectives.
- Collaborated with cross-functional teams to maintain project progress.
Manager - Mobile Fleet
BHP
02.2018 - 02.2020
- Accountable for all Mobile Equipment Capital for the Olympic Dam business unit - +$150m p/a
- Managing 2 – 5 year Mobile Equipment replacement and growth strategy
- Implementation of Mobile Equipment development programs
- Replication and Standardization of the Mobile Equipment strategy for the Minerals Australia business unit
- Member of the Core negotiating team for the Global Framework Agreements with Tier 1 providers for Mobile Fleet - Value Stream + $4bn over term
- Accountable for development and implementation of new mobile technologies in underground environment – Diesel Particulate
- Reduction program and 1st Electric Landcruiser implementation
- Collaboration and delivery on electric vehicle futures with Toyota Motor Corporation Australia and Toyota Motor Corporation Japan
- Expanded cross-functional organizational capacity by collaborating across departments on priorities, functions and common goals
- Adjusted job assignments and schedules to keep pace with dynamic business needs, factoring in processes, employee knowledge and customer demands.
Engineering Superintendent - Mobile Fleet
BHP
12.2015 - 02.2018
- Accountable for all Mobile Equipment Capital for the Iron Ore business unit
- Management of the 2 - 5yr mobile equipment replacement and growth strategies
- Implementation of mobile equipment development programs revolving around emission reduction strategy and alternate fuel considerations
- Develop and implement the Iron Ore equipment disposal strategy for both fixed and mobile equipment - + 1000 assets
- Lead CI initiatives in the mobile equipment business including the considerations of low cost vendors and reverse engineering solutions.
Manager - Site Infrastructure
BHP
01.2017 - 06.2017
- Opportunity
- Management of Site Infrastructure work streams inclusive of the Port Hedland Water, Fuel, Building, Mobile Maintenance, Power, Plumbing services at Nelson Point, Finucane Island, Boodari, Mooka and Redmont facilities
- Management of the Freo Cranes Services contract for the Port facilities at both Nelson Point and Finucane Island
- Re-instatement of the rail support facilities at Redmont – Full time rostered support
- Light Vehicle rationalization program – Reduction strategy across Port and Rail Operations
- Member of the Port leadership team.
Superintendent - Mobile Fleet Shutdowns
BHP
10.2014 - 12.2015
- Develop and implement front line Mobile Equipment shutdown strategy
- Develop and introduce a Modularized Shutdown Strategy for Liebherr R996B and R9400 Excavator/Shovels – Now recognized as industry best practice
- Developed and implemented a roving shutdown team of Subject Matter experts to ensure reductions in lost productivity with Front Line mobile equipment resulting in +$7m savings per outage as a result of modularized outage program
Mobile Maintenance Supervisor
HWE Mining/BHP Contract Transition
12.2010 - 10.2014
- Design and implement Total Cost of Ownership (TCO) strategies for Mining and Support equipment.
- Standardized fleet replacements and the process for standard options
- Design and integrate a standard reliability process to be implemented across WAIO operations
- Manage the training and upskilling of maintenance supervisors, planners and schedulers
- Manage the complete delivery process for assembly and commissioning of all WAIO mobile assets business wide – Total Capital spend FY13 - $825m and FY14 - $490m
- Delivered and commissioned in excess of 1500 mobile and support assets with an impeccable safety record.
Mobile Maintenance Planner
HWE Mining
Heavy Duty Mechanic
Various
12.2003 - 06.2008
- Various Mining Operations through WA and NT
Education
Executive MBA -
University of NSW
Sydney, NSWAdvanced Diploma of Project Management -
Australian Institute of Management
Perth, WAExecutive Development Program -
Australian Institute of Management
Perth, WAGrad. Dip. of Asset Management - Management
Australia Institute of Quality Asset Management
Perth, WACert IV - Engineering - Heavy Diesel -
SWAN Tafe
Perth, WACert III - Aviation Studies -
SWAN Tafe
Perth, WASkills
- Strong Financial and Budget Management
- Project Development and Life Cycle Modelling
- Corporate Risk Analysis and Management
- Supply Chain Management
- Global Contract Management
- Strategic Partnership Management and Evaluations
- Managing With Influence
- Industry Standards and Regulations
- Improve Employee Performance
Timeline
Manager - Operational Projects
FMG
12.2021 - Current
Manager - Mobile Maintenance & Infrastructure / Registered Manager
Mt Gibson Iron
07.2021 - 12.2021
Group Manager - Assets
BIS Industries
03.2020 - 07.2021
Manager - Mobile Fleet
BHP
02.2018 - 02.2020
Manager - Site Infrastructure
BHP
01.2017 - 06.2017
Engineering Superintendent - Mobile Fleet
BHP
12.2015 - 02.2018
Superintendent - Mobile Fleet Shutdowns
BHP
10.2014 - 12.2015
Mobile Maintenance Supervisor
HWE Mining/BHP Contract Transition
12.2010 - 10.2014
Heavy Duty Mechanic
Various
12.2003 - 06.2008
Mobile Maintenance Planner
HWE Mining
Executive MBA -
University of NSW
Advanced Diploma of Project Management -
Australian Institute of Management
Executive Development Program -
Australian Institute of Management
Grad. Dip. of Asset Management - Management
Australia Institute of Quality Asset Management
Cert IV - Engineering - Heavy Diesel -
SWAN Tafe
Cert III - Aviation Studies -
SWAN Tafe
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