Shane WilD

In my role as Principal Consultant, I am responsible for driving strategic initiatives for large-scale infrastructure organizations, ensuring that complex digital and data solutions align with their broader business objectives. With a focus on delivering high-impact results, I lead multidisciplinary teams and collaborate closely with clients to implement innovative strategies that enhance their operational capabilities. My key responsibilities include:

• Lead data quality assessments for organizations, utilizing data analytics methodologies, tools, and platforms to ensure accurate and actionable insights.
• Spearhead the development of digital strategies for large-scale infrastructure organizations, aligning technology initiatives with strategic goals.
• Support maturity assessments and diagnostics for organizations nationwide, providing a clear path to enhanced performance and operational improvement.
• Lead the development of business capability models for clients, helping them visualize and optimize their key capabilities.
• Manage large-scale projects and programs of work, ensuring timely and effective delivery while meeting client objectives.
• Oversee business development efforts, managing relationships with key clients and driving growth for the organization.

A focus on providing strategic support to clients, with particular emphasis on generating insights through Business Capability planning and frameworks for understanding data quality and undertaking data analytics.

• Prepared framework and undertook data quality assessment for North American power utility.
• Prepared Data Quality Assessment framework and guide for Indonesian Power utility.
• Supported the preparation of Functional requirements for Enterprise Asset Management System for aviation organisation.
• Instrumental in the development of Asset Information Strategies for domestic and international rail organisations.
• Proficient in the use Business Architecture principles, including the use of Business Capability models to understand business needs, information & functional requirements, and generate insights.
• Key contributor to Global development of tools and methodologies, including refinement of Power BI dashboards for benchmarking purposes.
• Prepared Asset Management Maturity Assessment tool for Department of Finance Western Australia, intended to be used across all Government Agencies.
• Supported the Asset Management Maturity Assessment for Rio Tinto Pilbara Facilities division, Western Australia.
• Prepared Capability Roadmap utilising business architecture, in support of 20 year strategy for Water Corporation, Western Australia.
• Technical support in the development of the Asset Register Standards for PLN Indonesia (Power Utility).

• Worked with Australian Rail Track Corporation to develop Digital Twin Use Case tool to assess value of BIM deliverables as part of ~$15bil Inland Rail project.
• Lead engagement as subject matter expert in Facilities asset management maturity assessment and roadmap for the Public Transport Authority, Western Australia. This included the development of Capability dashboard for inclusion in client report.
• Prepared complex Business capability model roadmap tool, linking business capabilities to Asset Management maturity uplifts in designated areas in accordance with ISO 55000. This was endorsed as a new core service line offering by the AMCL.
• Supported functional and technical requirements for CMMS/EAM Solution for Department of Infrastructure & Transport, South Australia.
• Delivered Risk Management Framework guide to Department of Finance Western Australia for the roll out to all Government Agencies.
• Supported Pharmaceutical company CSL through their Global first ever Integrated Facilities Management journey for their new headquarters facility opening late 2022.
• Played an instrumental part in the Operating model alignment for Rio Tinto, including the development of a complex asset intensive business architecture with associated business capabilities.
• Instrumental in Asset Management Maturity assessment for BAE Systems Maritime Australia, as part of Hunter class frigate project in South Australia.

Direct Reports: 1 - Maintenance Planning Manager

Value: $450mil Life Cycle Budget

Scale: 130,000+ Assets, ~30,000 Work Orders/month

• Full responsibility for development and execution of the Strategic Asset Management Plan and service delivery of Planned services for the 30 year Royal Adelaide Hospital Hard FM services contract. This critically includes all Life Cycle planning and activities, preventative maintenance and condition assessments.
• Instrumental involvement in Project Valuation exercise using cost model, estimating and forecasting Contract cost and margin. ETL processes developed and executed to assess 130,000+ Assets across the hospital, contemplating maintenance and life cycle costs.
• Extensive work utilizing complex cost modelling platforms, including advanced understanding of cost model structures and methodologies.
• Reconciliation of BIM data exceeding 2mil lines.
• Asset data reconciliation to drive radical compliance improvement.
• Development of technologies and solutions to undertake Condition Assessments across Hospital.
• Life Cycle Planning for 30 year contract duration with value of works exceeding $450mil.
• Contract Variation management - estimating any variations to contract by way of building additions, alterations and removals. These range in value, are estimated for the 30 year duration, and in cases exceeded $15mil.
• Contract document implementation. Instrumental involvement in assessing delivered services against Contractual requirements. Negotiated favourable outcomes with clients and stakeholders.
• Involvement, including presentation to the Agency for a Victorian Government Portfolio bid. One of three presenters representing Spotless, and playing a pivotal role in the presentation of Facilities and Asset Management Services.
• Nominated for Asset Management mentoring program through Asset Management Council.

Direct Reports: 3 - FM, Marketing & Administration

Value: $3mil annual revenue

Scale: 30,000m2 GLA

• Full financial and operational accountability for management of 2 shopping centres.
• Management of Greenfields 5 Green Star facility through Defects Liability Period. Instrumental in negotiation of owner favoured outcomes with builder under Contract.
• Lease deal negotiation, lease document negotiation, building related matters including DLP.

Direct Reports: 4 - Administration, Project Management, FM, Leasing Exec

Value: $38mil Property Development - Shopping Centre & Hardware Store

Scale: 20,000m2 GLA

• Full financial and operational management of shopping centre including.
• Management of $38mil development from initial design concepts through to build, leasing and management. This included the management of all relevant resources and third parties; project managers, consultants, financiers.
• Extensive Value Management undertaken in consultation with quantity surveyors, architects, engineers and consultants.
• Feasibility study including financial model with subsequent presentations to financiers. This included a challenging leasing budget and associated incentive/contribution budget.
• Board level interaction presenting progress and seeking various approvals.
• Achieving leasing budget. Feasibility hinged upon $2.5mil gross leasing budget. Personally secured a suite of leasing deals, had final approval on all agent leasing deals, and negotiated every lease document.

Direct Reports: 1 - Asset Support Officer

Value: ~$200Mil throughput contract

Scale: 800+ Sites, 400,000+ Assets

• Reconciliation of Asset data exceeding 400,000 lines between Spotless and Government Systems (SAMIS). This included driving a team to perform periodic updates and validation, and developing a method for bulk uploads, reconciliation and validation.
• Lifecycle Planning for Government Portfolio: 800k+ Assets, 400+ Sites.
• RAH PPP: Asset Manager for $2bil+ New Royal Adelaide Hospital contract. At the time of the role, the Hospital was not built, so involvement extended to variation pricing for 30 year Public Private Partnership contract to manage all non-clinical hospital matters. Critically also, this included the initial development of Asset Naming conventions and Asset Tagging technology assessment.
• RAH PPP: Design Modification Estimating; any client or builder initiated design change was subject to OPEX cost review and life cycle cost review. 30 Year estimates for Maintenance & Lifecycle.
• Project management across major metropolitan hospitals including Adelaide Hospital, Queen Elizabeth Hospital, Womens & Childrens Hospital.

• Preparation and coordination of maintenance services across Defence Portfolio in SA
• Development of asset condition reporting tool including data collection, reporting and synchronisation with Defence mirror asset register (DEMS at the time).

• Utilization of Computerised Maintenance Management System (CMMS) for the coordination of maintenance services across Defence Portfolio in SA

• Administrative report to maintenance planning team, utilising CMMS
• Automation of arduous weekly reporting utilising excel tool with VB Macros