Imtiaz Chowdhury

Results-driven Asset Management (AM) specialist with a proven track record in analytical problem-solving. Committed to enhancing business efficiencies through the development of robust AM practices essential for asset-intensive operations. Proficient in asset planning, effectively balancing risk, cost, and performance considerations. Experienced in devising maintenance strategies, conducting fixed asset revaluation, and strategic investment planning. Skilled in data analysis and adept at engaging stakeholders. Demonstrated ability in analyzing complex systems, interpreting asset-related financial data, and applying system knowledge to drive informed decisions. Experienced in formulating strategies tailored to diverse asset classes and adept at crafting and implementing policies and procedures to ensure operational excellence.

• Leading at Front Line – Leadership training
• Professional Certificate in Asset Management Planning, IPWEA
• Certified Associate in Asset Management (CAAM), Asset Management Council
• Asset Management Customer Value (AMCV) Project, WSSA
• Public Speaking and Presentation Skills, Toastmasters

• Member of the Asset Management Council
• Member of the Institution of Engineers Australia
• Member of IPWEA
• Member of WSAA

• Leading at Front Line – Leadership training
• Professional Certificate in Asset Management Planning, IPWEA
• Certified Associate in Asset Management (CAAM), Asset Management Council
• Asset Management Customer Value (AMCV) Project, WSSA
• Public Speaking and Presentation Skills, Toastmasters
• Infrastructure Financial Management, IPWEA
• Project Management-Introduction
• 7 Habits for Highly Effective People
• Auditing – Internal/Lead Auditor

A highly effective leader with a proven ability to develop and implement strategic initiatives in asset management. Skilled in leading cross-functional teams, fostering collaboration, and driving continuous improvement. Demonstrated success in enhancing asset performance, mitigating risks, and ensuring compliance with industry standards. Recognized for exceptional problem-solving skills and the ability to deliver results in challenging environments.

• Integrated Management System (1MS), In the integrated Management System (1MS), I lead the identification and mapping of key documents to the enterprise-wide Asset Management Framework (AMF) controls, ensuring alignment with ISO 55001 standards for enhanced user experience and a unified source of information.
• Asset Management Improvement Plan, I developed Asset Class Strategies for the wastewater network, outlining the asset’s purpose, performance objectives, and lifecycle management. Additionally, I contributed to updating the State of Asset Report, providing a comprehensive view of asset status to meet corporate and service objectives. In response to increased failures in Sewer rising mains, I led an improvement plan, conducting gap analysis through stakeholder workshops. The analysis was well-received and endorsed by management. I created a Decision Framework for sewer rising mains condition assessment and rehabilitation, aiding in preparing a robust business case for the next IPART cycle (2024-28). Furthermore, I worked across the business to implement tasks addressing identified gaps, ensuring alignment, efficiency, effectiveness, and visibility throughout the asset lifecycle value chain.
• Research and Innovation, I contributed to various projects, including Structural Health monitoring for SPSs' Wet Well in collaboration with City, University of London; Failure Prediction Tool for Sewer Rising Main in partnership with UTS; and Robotic Inspection tool for Sewer Rising Mains' internal condition assessment, also with UTS. Additionally, I explored sewer-choke prediction capabilities by investigating the relationship between soil moisture forecast and tree species, in collaboration with the Bureau of Meteorology (BoM) and Macquarie University. Upon successful completion of these projects, the tools and techniques developed were operationalized to enhance our asset management practices.
• Asset Management Policy, Author of Sydney Water’s (SW) current AM policy. I developed the AM policy through a series of workshops with internal stakeholders. This AM policy is a very high-level document; I had to make it robust to withstand short- and long-term directions. I made sure this AM policy is concise and succinct while covering organisational aim, customer outcome, business objective, and service delivery area within its broader context (i.e., environmental, social, technical, legal and economic). This policy has been signed off by Managing Director of SW. AM Policy is one of the core documents required by ISO 55001.
• IPART Submission, I contributed to the development of the Program BCs for IPART submission for Sewer Mains. During the IPART funding proposal, I was co-presenter, where I had engaged with external stakeholders in Q&A sessions. And, we had secured a large part of the funding proposal in IPART pricing determination. As drought conditions worsened in late 2019, I established a correlation between soil moisture (due to drought) and its impact on our asset performance. This analysis helped us to secure extra funding from IPART to improve system resilience.
• Asset Class Plan (Asset Management Plan), I prepared AMP (2019) for Sewer Mains to deliver an agreed standard of service. I analysed a large dataset to trend and visualise strategy planning. Sewer Mains is the biggest asset class in value, and it is nearly 50% of the total asset base. This asset class is linked to four program business cases, and this AMP provided the basis for more than half a billion-capital funding proposal in IPART submission.
• Strategic Asset Management Plan (SAMP), Author of first version of Sydney Water’s SAMP. As part of SAMP, I developed Asset Management Objectives (AMO) in consultation with various Sydney Water stakeholders, challenging. I accomplished this with conviction and managed to buy in across the organisation. The AMOs for this first SAMP was developed through a series of workshops with internal stakeholders, coordinated by me. While setting these AMOs, my focus was to establish a direct line-of-sight between the Strategic Objectives, Corporate Commitments, Asset Management Principles. In 2019, Sydney Water was ISO 55001 certified for Asset Management System; SAMP as part of the Asset Management System played a key role.
• Strategic Capital Investment Plan (Awarded Aqua Award), I contributed to developing the first version of the Strategic Capital Investment Plan (SCIP) to guide our organisation’s long-term strategic decision-making. It was the first of its kind; we had many challenges to get it done within a short period with limited resources. I came up with pragmatic ideas to use our existing asset register data to develop the base model. The management well accepted the base model, and my effort was well praised.
• Strategic System Integrated Planning (Awarded 'Aqua Award'), As part of System Blueprint, I led and influenced data collection, analysis, preparation of graphical and visualisation outputs (Heat maps) to help SW build/keep in-house capabilities that otherwise would have been outsourced. I advised on the 5 and 30-year investment plans by analysing and mapping complex systems and asset-related financial and non-financial data. I engaged successfully with stakeholders to compile program-based investments for various systems and converted complex and scattered data from multiple sources into meaningful tables and maps to identify the intersection points between the different drivers (such as growth, reliability, renewals, enhancement) for flagging in advance strategic opportunities, risks and issues.