TONY SPENCER

Managed daily operations for retail and workshop facility, ensuring optimal performance across functions.

• Led a team of 34 staff, enhancing collaboration in sales, service, and parts departments.
• Oversaw recruitment, onboarding, and performance management to strengthen workforce capabilities.
• Restructured team roles and workflows to boost operational efficiency and coverage.
• Ensured building maintenance and site presentation complied with safety and operational standards.
• Coordinated external contractors for repairs and site improvements, maintaining high-quality service.
• Implemented workplace health and safety procedures, conducting risk assessments and incident reporting.
• Maintained compliance with safety regulations while managing site assets effectively.
• Resolved customer complaints in a timely manner.

• Responsible for managing service contracts, minor building maintenance and inspection programs for Brisbane Airport's Terminals and Non-Terminal Buildings (Corporation's passenger terminal buildings, retail precincts, commercial buildings, and car parks) and within this, ensure that all work is performed efficiently and in line with technical, compliance and WHS safety standards.
• Key deliverables include opex/capex budget forecasting, budget management, contractor management, staff management and leadership, as well as stakeholder relationships. The preparation of tender documents, including scope and specifications, conditions of contract, and schedules of rates.
• Leadership responsibilities include setting the direction for the team through the development and implementation of initiatives that clearly align with the Group Business Plan.
• Leading the team, ensuring team members are engaged and empowered to deliver against team initiatives and the Group Business Plan.
• Establish a common understanding of a high-performing team and how it aligns with the Corporation's values.
• Ensure all team members are adequately trained and adhere to compliance requirements.
• Role and responsibilities include: leading and managing the Services Facilities Department to ensure the availability of services, as well as the visual appearance of buildings and the environment, meet and exceed stakeholder requirements.
• Services include cleaning services to both passenger terminals and non-terminal buildings, landscape and irrigation services to both passenger terminals, non-terminal buildings, and the airport road network, waste management and resource recovery to both passenger terminals and non-terminal buildings, passenger baggage trolley and luggage storage services to both passenger terminals, pest control services to both passenger terminals, non-terminal commercial and tenanted buildings, and minor maintenance services to both passenger terminals and non-terminal buildings.

• Identified and secured new business opportunities to drive revenue growth across Australia.
• Developed long-term relationships with key executives and senior stakeholders.
• Created quality pipelines that consistently exceeded business targets.
• Contributed significantly to Cleanaway's overall business growth throughout Australia.

• Led a small team in responding to requests for tender for Queensland local government councils and private enterprises.
• Managed key enterprise account with responsibility for sales, contracts, negotiations and reporting.
• Achieved successful outcomes by prioritising sustainability and workplace health and safety over pricing.
• Developed strategies to enhance competitiveness while maintaining focus on value-added waste management services.

• Having had a strong background in fleet management for construction waste services, I was seconded by Cleanaway's Brisbane Operation Team to assist in returning an underperforming business unit to a profitable and prosperous part of the Cleanaway business in Brisbane.
• The business operated a fleet of 18+ vehicles that provided waste services to the construction and demolition industry and the business was concerned about the decrease in productivity and loss of revenue largely due to the inefficient way the fleet was operated and the poor attitude of the drivers.
• Over a period of 6 months, I focused on restructuring the operational aspect by way of change management principles.
• Through the introduction of documented procedures, operator expectations, route management and cultural change the business returned to a well-managed and profitable segment of the business.

• Expanded Cleanaway's market share in the construction sector by developing new business strategies.
• Cultivated strong client relationships, enhancing customer loyalty and retention.
• Transitioned from operational roles to focus on sales and marketing initiatives.
• Achieved significant growth in Cleanaway's client base through targeted marketing efforts.

• The responsibilities of this role was to manage the day-to-day activities of 18 skip truck operators throughout Brisbane and the Gold Coast regions.
• Dispatching drivers to deliver and collect skip bins.
• Continual monitoring of all vehicle movements throughout the day.
• Daily review of vehicle routing to maintain productivity and ensure efficiency.
• Tracking of all equipment and vehicles through the computerised management system.
• Rostering of drivers, monitoring performance, and providing administration support.
• Manage the servicing and repairs of fleet vehicles.
• Ensure drivers complied with WHS procedures and the use of correct PPE at all times.