Meet our team

Robert is a Chartered Aerospace Engineer with over 20 years of aviation and Mining sector experience. He began his career with GE Aircraft Engine Services in the UK. Following a move to Rolls-Royce Defence Aerospace, Robert became an accredited Six Sigma Process Excellence Black Belt, delivering significant business improvements in the aviation industry.

Robert then moved to Perth in 2011 with BHP, working in various Superintendent roles - Business Improvement, Integrated Operations Logistics Planning/Scheduling, and Technology Research and Development Innovation.  I successfully led BHP Iron Ore’s pandemic response between 2020 and 2022 as Head of Pandemic.

Robert is now a recongised business consultant, utilising his significant Business Improvement, Programme Management and Leadership skillset.  He has recently worked within the Rio Tinto Heritage and Traditional Owner Partnerships team leading systems, data, documentation, and process improvements, and most recently supporting the roll-out of Sandfire Resources Integrated Planning processes.

Education - University of West of England

• Bachelor of Engineering (Hons), Aerospace Manufacturing Engineering

Professional Memberships

• Chartered Aerospace Engineer (CEng MRAes)

Head of Pandemic - Pandemic Response Leader | BHP, Perth, WA 

1. Leading the transition to mandatory vaccination requirement for FIFO industry within BHP Iron Ore.
2. Led the Emergency Management Team response during WA lockdowns liaising with site GMS, Asset President, external stakeholders and BHP HSEC team.
3. Facilitated a cross-company workshop to remove the vessel restrictions due to COVID-19.
4. Programme Manager for BHP Iron Ore Rapid Antigen and PCR testing capability across all WA sites – including the Rapid antigen Testing facilities at Perth airport for FIFO personnel – facilities opened 3 weeks ahead of initial plan.
5. Developed key scenario Playbook based on levels of Covid-19 absenteeism rates.
6. Led multiple risk assessments, assurance audits and managing the introduction of risk controls for roll-back of Covid-19 infection reduction controls whilst ensuring no significant production impacts.

Technology Research and Development Innovation Principal | BHP, Perth, WA

1. Oversaw the delivery of innovative technology solutions to BHP assets, including BHP’s virtual operations experience (Virtual Twin) – identified and led proof of concept activities to accelerate BHPs technology vision.
2. Technical Design Authority for two agile work streams – developed scope of work, reviewed tender applications and identified potential customers for technologies and processes.
3. Successfully delivered BHP’s first 4D playback (digital twin) solution – this resulted in a deeper understanding of Mining compliance to plan and plan to plan issues.
4. Led the development and roll-out of a Supply Chain Optimisation tool for Iron Ore Planning and Scheduling teams – achieved a significant reduction in time to generate Iron Ore supply chain scenarios

Integrated Operations Logistics Scheduling Superintendent | BHP, Perth, WA

1. Leading a team of Iron Ore Supply chain logistics schedulers to develop the optimised monthly and weekly supply chain schedules.
2. Leading the merger of the weekly and monthly scheduling teams and improving the team employee satisfaction scores by 15% through high-performing teams focus.
3. Improved communication and clarity of weekly and monthly supply chain schedules through introduction of a weekly podcast with over 1000 listeners.
4. Introduced a robust compliance to plan process and tools to track accuracy of schedules to product level, allowing early identification of deviation.

Integrated Operations Logistics Planning Superintendent | BHP, Perth, WA

1. Supply chain optimisation – led a team of Iron Ore supply chain analysts to develop the optimised monthly plan detailing Iron Ore tonnages (two-year horizon) based on Supply Chain capability constraints.
2. Analysed Iron Ore supply chain performance – utilised simulation models and predictive analytics to determine optimised plans, including maintenance of key infrastructure.
3. Implemented a ‘Plan on a Page’ visual tool to improve plan handover to key customers – captured monthly tonnages, capabilities, and key area of focus.
4. Led ‘wiring’ projects focused on mapping and improving interfaces between multiple teams – this resulted in reduced process lead time, rework, and conflicting priorities.
5. Driving significant improvement in team Employee Engagement Survey results and building a high performing team.

Business Improvement Black Belt Superintendent | BHP, Mt Whaleback, WA

1. Increased the output of the Mt Whaleback Mine by 5%, to over 60Mtpa – led a large cross team project to identify bottlenecks and focus improvement activity to unlock significant value to BHP.
2. Leading significant interface projects between Mining and Rail to reduce Rail cycle times.