PAUL BAILEY

Appointed to manage the business readiness, relocation and building exits (Transition) program of works - approx 750 FTE and 8,000sqm

• Established milestones and objectives based on input from functional areas and stakeholders.
• Collaborated with business leadership to set priorities based on business needs, resource capacity and risk exposure.
• Engaged and worked alongside cross-functional stakeholders to manage strategic initiatives and assess progress
• Identified program risks and issues,possible impacts to team and developed mitigation strategies.
• Managed and supervised administrative and daily program operations,

Appointed to assist the directors in managing their landlords and minor works projects across multiple sites

• Handled tenant relations by addressing complaints and concerns quickly to promote facility satisfaction.
• Coordinated with vendors and contractors to arrange services and repairs to be completed on time and to desired quality levels.
• Directed tenant improvements to meet contractual demands and update building areas.
• Investigated problems and determined appropriate remedies.
• Responded to building emergencies and managed repairs.

Appointed to manage the business readiness, relocation and floor exits (transition) at the BHP head office in Melbourne - approx 3,000sqm

• Interacted with clients to identify business needs and requirements.
• Established milestones and objectives based on input from functional areas and stakeholders.
• Leveraged project management processes and tools to define and execute the project.
• Engaged and worked alongside cross-functional stakeholders to manage delivery and assess progress.
• Addressed and resolved technical, financial, and operational concerns by working with team members and directors.
• Identified program risks and issues and developed mitigation strategies.
• Managed and supervised daily program operations.

Appointed to manage Business readiness, relocations and building exits (transition) for the Perth and Sydney offices - approx 250 FTE and 3,000 sqm

• Engaged with client to identify business needs and requirements
• Established milestones and objectives based on input from functional areas and stakeholders.
• Managed and supervised daily program operations,
• Engaged and worked alongside cross functional SME's to deliver project and assess progress
• Identified program risks and issues, impacts and mitigation strategies

Appointed to manage capital works, business readiness, relocation and building exits in Manila, Adelaide and Hobart - total approx 10,000 sqm

• Established milestones and objectives based on input from functional areas and stakeholders.
• Collaborated with business leadership to set priorities based on business needs, resource capacity and risk exposure.
• Leveraged project management processes and tools to execute projects.
• Managed and supervised administrative and daily program operations.
• Identified program risks and issues, impacts and mitigations.
• Met with project stakeholders on regular basis to assess progress and make adjustments.

Appointed to manage the business readiness, relocations and building exits (Transition) program of works for NAB across 3 sites in 2 states. NAB’s largest property project(s) in its history - approx 12,000 FTE and 120,000 sqm

• Built teams to address project goals and objectives for multiple projects.
• Established milestones and objectives based on input from functional areas and stakeholders.
• Leveraged project management processes and tools to execute projects.
• Worked with subject matter experts to develop and implement project management processes
• Managed and supervised administrative and daily program operations.
• Identified program risks and issues, impacts and mitigation strategies.
• Coached team members to help them accomplish challenging goals.
• Met with project stakeholders on regular basis to assess progress and make adjustments.
• Managed multiple strategic projects with numerous sub-projects or workstreams.
• Engaged and worked alongside cross-functional stakeholders to manage delivery and assess progress.
• Facilitated workshops to resolve issues faced.
• Collaborated with business leadership to reset priorities as Covid restrictions and rules impacted project delivery.

Appointed to manage the operations readiness, relocation and building exit (transition) program of works for BHP in Adelaide - approx 1,00 FTE and 12,000 sqm

• Transition from traditional fixed desk environment across 2 buildings to a new building with Dynamic Working environment fit out
• Established milestones and objectives based on input from functional areas and stakeholders.
• Collaborated with business leadership to set priorities based on business needs, resource capacity and risk exposure.
• Worked with subject matter experts to develop and implement project delivery
• Participated in vendor selection and management process for program initiatives.
• Devised creative solutions to meet client needs.
• Leveraged project management processes and tools to define and execute projects.
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• Facilitated workshops to resolve cross mfunctional issues
• Engaged and worked alongside cross-functional stakeholders to deliver and assess progress of the project.
• Managed and supervised daily program operations.
• Identified program risks, issues, impacts and mitigations.
• Coached team members on productivity strategies to accomplish challenging goals.
• Addressed and resolved technical, financial, and operational concerns by working with team members and senior stakeholders.

Appointed to cover maternity leave to manage the property stream for a complex acquisition of ANZ’s One Path Life Business by Zurich that required the resolution of multiple complex property issues. Also appointed to PCG of the construction of Zurich Tower

• Managed all business, leasing and co-share agreements nationally
• Managed minor fit out works in multiple locations to enable merger of teams.
• Managed Facilities Management Transition and oversaw Target Operating Model development for Procurement, FM, Security, reception services and document logistics
• Transitioned over 5000 people Australia wide from ANZ to Zurich

Appointed to manage the design and construction of new facilities on 2 x Campus’ to enable Campus Consolidation projects totaling approximately $30m

• Sourced, vetted and managed vendors needed to accomplish project goals.
• Developed and implemented project plans and budgets to ensure successful execution.
• Monitored project progress, identified risks and implemented corrective measures to acquire success.
• Coordinated cross-functional teams to determine timely delivery and compliance of project requirements.
• Maintained schedules to meet key milestones at every project phase.
• Directed changes to project scope and cost and implemented appropriate change management processes to keep project on track.
• Communicated project plans and progress to key stakeholders and project contributors.
• Developed and maintained relationships with key stakeholders to meet objectives and boost rapport.
• Monitored contracts and service level agreements to identify potential risks and implement mitigation actions to protect development process from unforeseen delays and costs.
• Updated customers and senior leaders on progress and roadblocks.
• Established and managed change management processes to fulfill successful project transitions.
• Developed and led multi-disciplinary team to redefine problems and reach solutions based on different perspectives.
• Scheduled and facilitated meetings between project stakeholders to discuss deliverables, schedules and conflicts.
• Monitored project progress, identified risks and took corrective action as needed.
• Facilitated workshops to collect project requirements and user feedback.

• Assigned to manage $23m project to consolidate Sydney-based corporate offices into one location, relocating 1,200 people into eight floors of newly constructed, fit-for-purpose 10,000sqm facility to incorporate flexible team working zones (ABW)
• Collaborated with GM of Property and Head of Facilities to develop Office Space strategy
• Managed development and implementation of project by building collaborative partnerships with business stakeholders, developing space plans, layouts and providing facilities related support, and recommending space solutions for forecasted headcount
• Directed relocation strategy, business case, managed concept, design, and construction
• Developed and managed move management plan and risk management documentation
• Planned and managed relocation of staff to ensure zero interruption
• Optimised work space based on staffing forecasts
• Transitioned business from static environment to agile working space
• Established governance and forums for GM and Executive Steering committees as well as working group

• Appointed to manage a nine-month $14m upgrade to relocate 650 people and on-shore 750 jobs to an 8,500sqm purpose-built facility to accommodate 1,100 seats
• Planned, designed, and scheduled all project phases.
• Monitored project performance to identify areas of improvement and make adjustments.
• Coordinated with cross-functional teams to resolve project issues and mitigate risks.
• Achieved project deadlines by coordinating with contractors to manage performance.
• Provided detailed project status updates to stakeholders and executive management.
• Identified plans and resources required to meet project goals and objectives.
• Coordinated material procurement and required services for projects within budget requirements.
• Managed project from procurement to commission.
• Negotiated and managed third-party contracts related to project deliverables.
• Monitored project progress, identified risks and took corrective action as needed.
• Facilitated workshops to collect project requirements and user feedback.

Worked with multiple small businesses to help them with start up, business and growth planning and project initiation.

• Developed business plans and operational strategies for new and existing business.
• Performed as consultant for startup business in areas of marketing, logistics.
• Developed new proposals, contracts and procedures to draw in more clients and streamline work operations.
• Devised processes to boost long-term business success and increase profit levels.
• Introduced new methods, practices, and systems to improve efficiency
• Established and maintained relationships with key stakeholders for growth opportunities and successful partnerships.

Established Flowtech as an independent 3rd party logistics provider. Managed all aspects from the conceptual planning through growth phases reaching a $12m turnover and employing 40 staff

• Created organisation's mission and vision statements.
• Developed strong partnerships with other businesses to enable more opportunities for growth.
• Conducted target market research to identify advantageous trends.
• Secured sufficient funds to cover business obligations by tracking expenses and budgeting accurately.
• Defined company roles and responsibilities to establish presence.
• Directed market expansions to propel business forward, meet changing customer needs.
• Developed key operational initiatives to drive and maintain substantial business growth.
• Established, optimised business policies to maintain consistency across business operations.
• Negotiated terms of business acquisitions to increase business base and solidify market presence.
• Cultivated forward-thinking, inclusive and performance-driven company culture to lead industry innovations.
• Formed senior leadership team through rigorous interviews and extensive candidate research.
• Established and maintained strong relationships with customers, vendors and strategic partners.
• Represented organization at industry conferences and events.
• Collaborated with legal, accounting and other professional teams to review and maintain compliance with regulations.
• Founded performance- and merit-based evaluation system to assess staff performance.
• Cultivated company-wide culture of innovation and collaboration.
• Devised and presented business plans and forecasts to board of directors.