Meet Our Team

Richard has over 15 years of experience in the mining industry and is currently assisting the largest private mining company in Australia, leading high-impact transformation and strategic projects.​

He is a customer-focused business leader who is passionate about people and processes and has extensive experience leading and managing global transformation projects. Having worked across many diverse teams, including Maintenance, Operations, Planning, Procurement, Market Analysis, Technology (ICT) and Transformation; with the desire to identify and realise business value via continuous improvement and innovation.

Richard grew up in Hong Kong, and he holds a Bachelor of Engineering (Electrical and Electronic) and a Bachelor of Commence (Corporate, Investment and Quantitative Finance) from the University of Western Australia. He is a graduate of the Australian Institute of Company Directors (GAICD) and is volunteering as a committee member for Perth STEM, an NFP promoting STEM among the 6-15 years old in Perth, since 2021.

He is currently living in Perth with his wife and two sons. In his spare time, he likes to read and travel, and he enjoys running and basketball. ​  

Education - University of Western Australia

• Bachelor of Electrical and Electronics Engineering
• Bachelor of Commerce (Triple majors in Corporate Finance, Investment Finance, and Quantitative Finance)

Professional Memberships

• Graduate of the Australian Institute of Company Directors (GAICD)
• Fellow member of the Australian Institute of Management (FAIM)
• Fellow member of the Governance Institute of Australia (FGIA) 

Recent initiatives completed in 2023 

1. Leading and facilitating end-to-end delivery of the Technology Roadmap for a Business Function
2. Leading and conducting Business Performance Reviews and Planning for a Business Function
3. Operating model and redesign 
4. Supply chain operating philosophies and product strategy 
5. Led the small trucks vs large trucks independent study and preliminary analysis (Energy Transition)
6. Led the Port ad-hoc throughput initiative analysis

Enterprise-wide Transformation, Operating Model and Program Management (BHP)

1. Standing up a global enterprise-wide Transformation Program Management Office, establishing senior stakeholders' engagement routines, processes and tools on Transformation program delivery progress and value realisation (with an expected $2.2bn in EBITDA over the Two Year Budget).
2. Working with Programs in setting up delivery leading indicators and KPIs for tracking and reporting (e.g. for CEO update and Board reporting)
3. Overall, overseeing and connecting Global Transformation performance progress (approx. $US 1bn+ value) to the BHP Board, C-suite, Operational and Functional Vice Presidents, and frontline managers across all Assets.
4. Inaugural Transformation Board Paper of value and progress reporting delivered to the C-suite and the BHP Board.
5. Key product lead in delivering the new global BHP Innovation Operating model (i.e. process mapping, job-to-be-done, org design and RACI) and endorsed by C-suite.
6. Led an independent study and review on insourcing, outsourcing, and hybrid operating models and strategy for Non-Process Infrastructure (A200M p.a. spend business with $5-10m pa cost savings). Conducted both qualitative and quantitative analysis and advised the NPI leadership on crafting strategy, benchmarking, cost modelling, and risk identifications.

Port and Rail Capacity and Performance SME (BHP)

1. Created business value of over A$500m over 4 years via improvement project identifications and assessments, including BHP Rapid Growth Projects (RGP), Inner harbour debottlenecking (IHD), and Shiploader replacement etc. 
2. Improved the existing equipment time usage model (TUM) and Port capability model to drive system throughput
3. Developed and championed the Integrated Supply Chain Constraint Theory, a new perspective that enabled the business to focus on what mattered most.
4. Chief of Staff to Vice President - coaching managers and senior leaders on effective top-down communication. Assisted the 5-year plan, 2-year budget and the delivery appraisal process.

Commercial Excellence and Industry Analysis SME (BHP)

1. Led a global team of procurement experts across four different time zones from Perth, Brisbane, Houston and Santiago to develop an operating model design (i.e. RACI, contract tiering, process mapping, org design) in a better way of managing the vast volume of contracts across the company worldwide to improve safety and value leakage, achieving the value of $A150-450m p.a. globally.
2. Standing up the Australia Procurement Function focusing on system and process (e.g. Project Katmandu - sourcing pipeline and Project LaLaLand - contract ownership). Realised A$80 - 220m p.a. value by driving Contract Management performance with a team of 80 procurement professionals across Perth, Brisbane, Adelaide and Singapore offices. 
3. Setting up and led a Procurement Analysis team of 7 in Australia to drive Procurement excellence on clean sheeting, negotiations, sourcing strategy, and contract management performance, such as Delivery in full on time (DIFOT), Spend on Contract (SoC), and Off-contract spend.
4. Anti-Dumping Commission enquiries
5. Procurement and industry analysis inputs into category strategies
6. Natural Rubber Price Forecasting for Earthmoving Tires and Conveyors