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Detailed Resume For Bryan Hill Oct 09

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  • 1.  
  • 2.
    • Personal Details
    • NAME: Bryan Hill
    •  
    • POSITION TITLE: Project Manager – Navex 2A
    • BUSINESS ADDRESS: Airservices Australia
    • Control Tower Complex, Brisbane Airport
    • Queensland, AUSTRALIA
    •   CONTACT NUMBER: 0417 236 953 (Mob)
    •  
    • EMAIL ADDRESS: [email_address]
    •  
    •   SECURITY CLEARANCE: SECRET
    • MARITAL STATUS: Married (with two boys aged 4 & 8)
  • 3. Tertiary Qualifications
    • 2008 Diploma of Frontline Management (Flight Sergeant Promotion course)
    • School of Postgraduate Studies, Wagga, NSW
    • 2004 – 2005 Diploma of Project Management University of New England, NSW
    • Meets requirements for AIPM Registered Project Manager (RegPM )
    • 1997 Diploma of Management (Aircraft Maintenance Engineer - Avionics)
    • Accreditation and Registration Council, ACT
    • 1997 Certificate 4 of Frontline Management (Sergeant Promotion course)
    • RAAF Development Leadership Flight, Wagga, NSW
    • 1985 - 1988 Diploma of Electronics (Certificate of Technology)
    • Footscray College of TAFE, VIC
  • 4. Experience, key skills and attributes A broad range of Project Management, Business Development, technical and leadership skills developed over 24 years experience with the RAAF and major Naval and Aerospace engineering programs Over 10 years Project Management and Business Development experience in the rigorous defence environment   In excess of 15 years experience managing & leading complex technical defence programs   Excellent written and verbal communication skills and the ability to liaise effectively and develop relationships with multiple internal and external stakeholders   Ability to adapt rapidly to new environments and effectively identify & resolve complex technical and management issues in a timely manner Significant knowledge and a pplication of Program Management Best Practice across multiple programs and a passion for execution excellence and business improvement   Commitment to the achievement of high standards and key financial and schedule milestones by exercising safe work practices and effective management processes    Ability to listen effectively to team members and peers and provide support, guidance and advice on issues and concerns   Utilising positive and proactive leadership to instill a strong sense of loyalty, trust and a high level of morale across multi-disciplinary teams and diverse programs   Ability to drive performance and achieve goals by engaging, influencing and inspiring individuals and teams to achieve their personal best.
  • 5. Project Management and Leadership skills
    • Expertise, knowledge and application of Program Management Best Practice across multiple programs including: 
        • New Business proposal development, Project management and evaluation
        • Cost estimation and Contract negotiation
        • Budget and Schedule development
        • Organisational development and Change management
        • Cost Account Management, Baseline management and Earned Value Management
        • Development of Project Management and Communication Plans
        • Risk, Issue and Opportunity management
        • Customer and supplier management and engagement
        • Independent assessments and quality auditing
        • Business Improvement and LEAN+ initiatives
        • Develop and manage Project reporting and performance metrics
        • Complex Program/Project execution
        • Project Management Systems and tools implementation and training
        • Project closeout and transition
        • Project Management mentoring and guidance
    • Experience providing effective and supportive leadership across multiple programs including: 
        • Hiring of staff and team development
        • Organisational development and team building
        • Creation of team goals and RAA to ensure project goals are met
        • Development of open and regular communication across the program
        • Empower individuals and teams to exceed requirements
        • Drive effective execution and inspire performance excellence
        • Provide regular feedback and mentoring
        • Foster teamwork, collaboration and creative solutions
  • 6. Technical Expertise
    •  
      • P3 Orion maritime patrol aircraft
        • Avionics systems – Communications, Navigation and Radar
        • Weapons systems – Sonobuoy and missile systems
        • Electronic Surveillance Measures
        • Ground Handling and operational management
      •  
      • Collins class submarines
        • Combat System – Navigation, Sonar, computing systems
        • Weapons systems – torpedo and countermeasures launch
        • Periscope – Attack and Search
        • Communications systems – SATCOM, HF, VHF, VLF
        • Electronic Surveillance Measures
      •  
      • Black Hawk and Chinook helicopters
        • Electronic Warfare Self Protection Systems
        • Avionics Systems
        • Integrated EW Mission Support System
    Have managed and conducted operations, maintenance, rectifications, modifications, Integration and Test on a variety of complex military platforms including :
      • Caribou tactical transport aircraft
        • Avionics Systems & Engine systems
        • Ground Handling and operational management
    •  
      • Electronic Warfare systems and Automated Test Equipment
        • EW Stimulators
        • Aircraft EW equipment and contermeasures systems
        • EW Secure Network management and maintenance
    •  
      • Vigilare - Air Defence Network
        • Management of Software & Hardware development
        • Tactical DataLinks
        • Systems Engineering
      • ScanEagle UAV
        • Operational Maintenance
        • Communications and Telemetry datalinks
        • Payload and airframe development & modification
  • 7. Airservices Australia – Technology & Asset Services
    • Overview Airservices Australia are a government-owned corporation providing safe and environmentally sound air traffic control management and related airside services to the Australian aviation industry. In a region covering 11% of the worlds surface, we manage air traffic operations for around 63 million passengers on more than 4 million domestic and international flights every year. Employing over 3000 staff, including approximately 900 air traffic controllers, working from 2 major centres in Melbourne and Brisbane and 26 towers at international and regional airports.
    • Airservices Australia has expertise across the full spectrum of airside systems. This ranges from highly integrated technology and information management systems serving air traffic management - including communications, navigation and surveillance facilities - to all forms of supporting infrastructure such as, power, mechanical and environmental systems.
    • Airservices provide analysis, design, acquisition, integration, installation, maintenance and asset management services including:
    • Ground-based communication systems - operational and corporate voice and data Networks, ISDN, Ethernet, voice switching systems, Aeronautical Telecommunications Network and communication towers and masts
    • Navigation systems – Instrument Landing Systems (including localiser, glide path, markers and locators) and navigation aids (including Non Directional Beacons, VHF Omni – Range and Distance Measuring Equipment)
    • Surveillance systems – Radars - primary / secondary, surface movement, parallel approach and non-radar Automatic Dependant Surveillance-Broadcast
    • Airfield Lighting - Runway, taxiway, apron, approach, T-Visual approach and pilot activated lighting
    • Electrical systems - Power supply systems including automatic power systems, un-interruptable systems, diesel generators and solar power.
    • Other systems including meteorology, safety and environmental systems and search and rescue support equipment.
    • planning and specification, engineering and integration, implementation and training, testing and acceptance, quality assurance and risk management, pre/post warranty support and maintenance procedures design
  • 8. Project Manager – Navex 2A
    • May 2009 – Present
    • Airservices Australia - Technology and Asset Services, Brisbane , Queensland
    • The Navex 2A Project is a 2 year, $20M program that will ensure the continued long-term availability of navigation aids
    • forming part of the Global Navigation Satellite System backup network, as many existing aids are obsolete and require
    • replacement. As Project Manager for Navex 2A, I am responsible for entire project lifecycle for the upgrade and relocation
    • of 40 Non Directional Beacons at sites across Australia. This includes:
    • Project planning, scheduling and resourcing.
    • Requirements and Scope of Work definition.
    • Development of Project, Safety and Environmental management plans.
    • Lease negotiation/establishment where required.
    • Risk identification and management.
    • Manage the development of an RFT, evaluation and negotiation with selected contractors to provide NDB site survey, design, construction and installation services.
    • Contract negotiation and management with equipment vendors and suppliers
    • Supervision of site construction and installation, contractors and Airservices Engineering staff.
    • Management and coordination of commissioning the NDBs back into operational service.
    • Project and budget reporting and management.
    • Providing leadership and support to Project personnel & Airservices stakeholders.
  • 9. Sinclair Knight Merz Mining and Metals Group
    • Overview Sinclair Knight Merz provides whole of mine life services from feasibility studies, engineering, and capital project delivery, through to mine closure planning and decommissioning, tailored exactly to the needs of our chosen global mining leaders, wherever they operate. SKMs unique offering encompasses an ability to harness global high level, multi-skilled, multi-sector engineering capabilities with our innovative, sustainable approach to deliver projects safely and profitably for clients. SKM’s Mining and Metals team, now well in excess of 2,000 personnel across the globe, is working on the development of facilities in many commodities. These include iron ore, coal, nickel, bauxite, alumina, aluminium, mineral sands, copper, industrial minerals and precious metals.  Projects can be delivered from Mining & Metals offices located in Perth, Brisbane, Santiago, Chile, Newcastle, Adelaide, Manila, London and Yangzhou, China. Planning for offices in Peru and Brazil is also progressing. A able to offer clients a whole of mine life service, including the following services:
        • Engineering Design
        • Mining & Minerals Processing  
        • Project & Construction Management 
        • PM Systems implementation  
        • Integrated Mine infrastructure  
        • Project Feasability  
        • Sustainability & environmertal management  
        • Safety management& training
        • Environmental survey
        • Financial management and assessment
  • 10. Project Management Systems Automation Manager
    • January 2009 – May 2009
    • SKM Mining and Metals, Brisbane , Queensland
    • Until I was made redundant, I was responsible for managing the development, integration and maintenance of Project
    • Management Systems tools on BHP Mistsubishi Alliance (BMA) Mining and Minerals Programs in Queensland. I
    • managed a team of Business Analysts, Support Engineers and IT Specialists who analysed specific BMA project PM
    • system requirements and developed and implemented software tools for effective project delivery. The team provided the
    • following services to our client (BMA) and the SKM Mining and Metals Group:
    • Delivered highly flexible and proven application software
    • Provided data integration services with client or SKM systems
    • Implemented and configured the project management software to the needs of the project
    • Training SKM and client staff in the use of Project Management systems
    • The Project Management Systems team worked closely with the SKM Information Systems Group to ensure the best
    • possible IT solutions were delivered across a dynamic global environment.
    • The tools the group supported across the projects were Primavera P6 (Planning & Scheduling), Prolog (Document
    • Control & Engineering Management), Omnicom (Contracts & Procurement), Success Enterprise (Estimation), CMS
    • (Construction Management), PRS (Cost/budget management) and Cintellate (HSEC).
  • 11. Boeing Global Services & Support
    • Global Services & Support (GS&S) delivers a broad range of products and services to meet customer needs in
    • the most efficient and effective way. It is organised into seven capability-driven divisions:
    •   Platform Maintenance
    • This division provides a range of maintenance, modifications, and upgrades for aircraft of all types, including
    • tactical fighters, transports, support aircraft, and rotor-craft. Key programs include:
      • F-111 through-life support
      • F/A-18 Hornet upgrade program
      • Wedgetail Airborne Early Warning and Control modification
      • C-17 Globemaster III logistics support
    • Training
    • The Training division designs and delivers world-class training products and services to Australian and international
    • defence customers. Key programs include:
      • Army Aviation Training and Training Support
      • Wedgetail AEW&C Operational Flight Trainer and Operational Mission Simulator
      • C-17 Globemaster III Aircrew Training System
    • Government Services
    • Government Services operates and supports infrastructure and defence network enabled systems at mission critical
    • sites. Including:
      • Defence Communications Network
      • Harold E Holt Naval Communications Station sustainment operations
      • High Frequency Modernisation Program Network Operation Support
    •  
  • 12. Boeing Global Services & Support
    • Technical Support
    • This Technical Support division delivers world-class spares and repairs, life cycle cost modelling, reliability engineering and technical publication management services.
    •  
    • Unmanned Services
    • This division is driving a smart new era of intelligent surveillance and information delivery using unmanned systems, such as unmanned aerial vehicles (UAVs). Key programs include:
      • Australian Army ScanEagle UAV surveillance and reconnaissance
      • Royal Singaporean Navy ScanEagle UAV fleet integration
    •  
    • Component & Maintenance Support Services
    • The Component & Maintenance Support Services group provides the full range of composite and other structural and component maintenance solutions for government, defence and commercial customers with an expansive workshop capability. Key programs, workshops and/or their locations include:
      • Boeing Australia Component Repairs at Tullamarine Airport (Victoria)
      • Royal Australian Air Force Base Workshops at Amberley (Queensland), Oakey (Queensland) and Williamtown (New South Wales)
      • Advanced Manufacturing Services
      •  
    • New Business Transition
    • This division of GS&S captures significant new business opportunities and transitions them into the appropriate GS&S division.
  • 13. Project Manager New Programs
    • August 2007 – January 2009
    • Boeing Defence Australia, Brisbane , Queensland
    • As Project Manager New Programs for Boeing Global Services & Support, I was responsible for providing support and
    • guidance for all new and existing programs across the division, enabling them to execute with confidence and excellence. I
    • worked closely with the Program Management Function and GS&S Senior Leadership to ensure effective implementation of
    • Boeing Program Management Best Practice, processes and tools across the division and provided PM support and
    • leadership direction when required.
    • I supported all GS&S Business units by providing Project Management expertise and implementation of program start up
    • checklists, Project Management Best Practice Assessments, project reporting, organisational development, business
    • improvement and Lean+ initiatives, PM tools and processes and leadership guidance. I implemented Standard Deck
    • and KPI reporting across multiple Programs and provided the Leadership Team and Project Managers with advice and
    • solutions for process and organisational improvement to support effective business execution and growth. My role required
    • me to ensure Risk and Opportunity Management was successfully implemented and managed across the division, by
    • working closely with the Boeing Project Management Function and Senior leadership.
    • New Programs Group provided Boeing Business Development with Project Management support and leadership for the
    • development and on time delivery of proposals for capture of new business and life of bid activities. I was Project
    • Manager and Bid Manager on numerous successful defence tenders and on each of these bids I developed and reviewed
    • Project Management Plans, Work Breakdown Structures, schedules, cost estimates, risk assessments and other proposal
    • documentation. My involvement on formal gate reviews contributed to the successful selection, contract signature and
    • future executability of these new programs.
  • 14. Project Manager New Programs
    • August 2007 – January 2009
    • Boeing Defence Australia, Brisbane , Queensland
    • From January to May 2008, I was appointed the acting Project Manager of the Boeing Army Aviation Training and
    • Training Support Program after the sudden resignation of the incumbent PM and until a new replacement was appointed.
    • In this role I provided effective leadership and management to the 140+ AATTS team in a time of organisational and
    • operational turmoil and facilitated changes within the Program to improve execution effectiveness and improve overall
    • morale for this safety critical Rotary Wing training and maintenance program.
    • Boeing Defence Australia provides Aircrew and maintenance helicopter training as well as maintenance support services
    • For Kiowa and Black Hawk aircraft to the Australian Army at Oakey Air Base. These services assist the Australian Army to
    • provide skilled aviators and maintainers who are able to be deployed in support of operations in Australia and overseas.
    • The AATTS Program provides:
      • Full suite Kiowa & BlackHawk Pilot, Loadmaster and aircraft maintenance training
      • Provision of Kiowa and Black Hawk aircraft to meet the needs of flying programs.
    • In line with Boeing’s strategic goal of developing opportunities to achieve sustainable growth in adjacent and new
    • markets, from July to October 2008 I worked closely with Senior leadership of PricewaterhouseCoopers to develop a
    • Strategic capability partnership to identify and capture a range of opportunities across the resource sector, commercial
    • industry and local government.
    • For my last 3 months with Boeing, I was Project Manager for the development and integration of mission critical payload
    • modifications to the Boeing/InSitu ScanEagle Unmanned Air Vehicle. I managed a team of Engineers and liaised closely
    • with suppliers, the customer and Boeing Phantom Works to ensure the implementation of leading edge technologies to
    • improve operational capabilities and technical superiority of the ScanEagle UAV.
  • 15. AIR 5333 – Project Vigilare
    • Introduction
    • Boeing Defence Australia is the prime contractor for the $280M Project AIR 5333 Vigilare, which was established by the
    • Commonwealth of Australia in September 1998 to acquire a new Air Defence Ground Environment (ADGE) system for
    • the Royal Australian Air Force (RAAF).
    • Project Description
    • The system will combine inputs from a range of platforms and sensors, including the Wedgetail Airborne Early Warning
    • & Control (AEW&C) aircraft, Jindalee Operational Radar Network (JORN) over-the-horizon radar, civil and military
    • radar, maritime patrol aircraft, and Royal Australian Navy ships. The Vigilare system will support wide area surveillance,
    • air battle management and training by the RAAF, and will provide the RAAF with a single, integrated air defence
    • system that upgrades and coordinates the previously disparate systems. The Vigilare system will access voice
    • communications assets at multiple sites across Australia, interface with numerous sources of air picture information
    • And upgrade the Command support capability at each of two Regional Operations Centres (ROCs).
    • INFO&SIM Integrated Product Team
    • The INFO & SIM IPT were responsible for the development, Systems Engineering, Subcontractor Management,
    • Integration and Testing of the core Information Processing Subsystems and Simulation environment for the Vigilare
    • Project. The team consisted of approximately 45 Systems and Software engineers, Subcontracts managers and Project
    • Management staff to ensure the effective development and integration of the key project deliverables.
  • 16. Vigilare INFO & SIM IPT Lead
    • Jan 2006 to Mar 2007
    • Boeing Australia, Brisbane, Queensland
    • The Information processing and Simulation IPT was the largest team on Vigilare and managed 3 subcontractors
    • (Raytheon Solipsys, Daronmont and Sydac), had a budget in excess of $50M and a team of 40 engineers across 5 sub-
    • teams. As IPT Lead for the INFO & SIM Integrated Product Team I was responsible for providing comprehensive
    • technical and programmatic leadership for the design, development, testing and delivery of the Vigilare Information
    • processing and Simulation Subsystems, within allocated cost and schedule constraints.
    • I identified the requirement grow the capability of the INFO & SIM IPT as it was significantly under-resourced to execute
    • the scope of work. The team expanded from 12 to over 45 staff in 12 months, and I provided leadership and
    • management of the team in this growth phase to achieve Project goals and coordinated activities to ensure effective
    • design, development, testing and delivery of the subsystems.
    • I developed, implemented and maintained the IPTs Team Execution Plan and Responsibilites Accountability &
    • Authority, managed the team Risk Process, assisted the team with the development and updates to the Master Project
    • Schedule and managed the INFO & SIM Cost Account. I regularly produced and presented fortnightly Project
    • Management Reviews to Senior Management, lead and attended technical and programmatic reviews and meetings
    • and developed and presented the Quarterly EAC.
    • My role required me to provide technical and management support in overseeing the 3 subcontractors (2 in Adelaide
    • and 1 U.S) which required regular telecons to resolve any technical and subcontract issues and site visits to the
    • subcontractor’s facilities to conduct Management Reviews, audits and technical forums. I liaised regularly with the
    • customers Resident Technical Authority and attended customer meetings and reviews with RAAF and Defence Material
    • Organisation attendees.
  • 17. AIR 5416 – Project Echidna
    • Introduction
    • In 2005 BAE Systems Australia was awarded a $135.5 million contract for the design, development, integration and
    • installation of an Electronic Warfare Self Protection capability for the Australian Army’s fleets of Black Hawk and
    • Chinook aircraft.
    • Project Description
    • Project Echidna enhances the Electronic Warfare Self Protection (EWSP) capabilities of selected ADF aircraft and
    • thereby improve the survivability of these aircraft in combat. In addition to the modified aircraft, Project Echidna will
    • introduce a comprehensive EW mission support system and provide modifications to the applicable simulators and
    • other support systems necessary to fulfil operational and training requirements.
    • Phase 2A
    • Will deliver an integrated Electronic Warfare Self Protection Suite consisting of the EADS AAR-60 Missile Warning
    • System, the Thales VICON 78 Countermeasures Dispensing System, and the Commonwealth owned, BAE Systems
    • developed ALR -2002 Radar Warning System. The heart of the Suite is the EW Controller that consists of a hardware
    • box and EW Controller Software (SIIDAS - Sensor Independent Integrated Defensive Aids Suite) developed by BAE
    • Systems. Also being developed under Phase 2A is an Integrated Electronic Warfare Mission Support System, which will
    • include a EWST RF Stimulator, to be located at Joint Electronic Warfare Operational Support Unit in South Australia.
  • 18. Ground Systems Integration & Test Manager
    • Nov 2004 to Jan 2006
    • BAE Systems, Edinburgh Parks, South Australia
    • I was employed by BAE Systems as the Integration and Test Manager for the Project Echidna (AIR 5416) Integrated
    • Electronic Warfare Mission Support System (IEWMSS). I was responsible for the development and successful
    • completion of Integration & Testing of the IEWMSS and to manage a team of Integration & Test Engineers to ensure
    • successful completion of the scheduled tasks on time and on budget.
    • I conducted detailed Requirements analysis, contract and peer reviews, coordinated the System Requirements Review
    • process for the Ground EW System and developed the formal Integration and Test Plan for the IEWMSS. As a Cost
    • Account Manager for the Ground Integration and Test component of the Program, I was responsible for developing and
    • managing all aspects of a budget in excess of $2M. I created and managed the Project schedule and resources to
    • ensure all milestones were met and IEWMSS contract deliverables were completed on time and on budget.
    • After completing all initial Integration and Test deliverables, I supported the ALR-2002 Design teams with installation
    • and Integration development for the Black Hawk helicopter. I worked closely with the Engineers and Army Customer to
    • identify any potential integration issues and to develop integration plans and procedures.
  • 19. Collins Class Submarine Project
    • Introduction
    • Development of the Collins Class began in 1981 with the Royal Australian Navy commencing a program to specify and
    • procure a replacement for the aging Oberon Class Submarines.
    • Project Description
    • A contract was awarded in 1987 with the Australian Submarine Corporation for the design and construction of six Swedish
    • designed Kockums Type 471 submarines, and with Rockwell Collins (later acquired by Boeing then Raytheon) for the
    • development and integration of the combat system. The first of the class, HMAS Collins, was laid down in February 1990
    • and commissioned in July 1996 and the sixth and final HMAS Rankin was commissioned in March 2003.
    • Combat System Installation, Integration and Test
    • The Collins Class is the worlds largest and most complex conventional (diesel/electric) submarine with highly automated
    • systems that control running machinery, course, speed, depth, and trim minimising crew requirements (45). The original
    • fully integrated combat system installed by Raytheon was upgraded in 2004 with the Raytheon AN/BYG1 Combat Control
    • System utilised in the US Navy Virginia Class Submarines. The Raytheon combat system consists of an integrated
    • Command and Control system, Sonar, Navigation, Weapons launch and control, Electronic Surveillance Measures, Radar,
    • Communications and Search & Attack Periscopes systems. Raytheon were responsible for the development, installation,
    • integration, testing and maintenance of these systems throughout the build phase and now mange the operational Through
    • Life Support of these systems.
  • 20. Collins Submarine Build Program Technical Lead
    • July 1998 to Nov 2004
    • Raytheon Naval Systems, ASC Shipyard, South Australia
    • I commenced employment with Boeing Australia (acquired by Raytheon Australia in June 2000) as a Submarine Integration
    • Officer responsible for the Installation, Set To Work, Integration, Test and maintenance of the Navigation & Tactical Data
    • Handling System (TDHS)on the Collins class submarine. In February 1999, I was appointed to the In Service Support team
    • and was responsible for all Collins class periscope maintenance as Raytheon’s Periscope specialist.
    • My role required me to liaise regularly with BAE Systems and Australian Submarine Corporation and coordinate technical
    • and Mechanical personnel involved in the installation and removal of Search and Attack Periscope systems. I provided
    • technical advice and training to the RAN and Raytheon technical staff and carried out fault diagnosis, rectification and
    • modifications to the Periscope, TDHS, Navigation & ESM systems on the Collins Class Submarines. I was involved in
    • numerous Submarine Sea Trials and frequently travelled interstate & overseas to provide technical support, carry out
    • Formal Acceptance and Integration testing and maintain the submarine combat system whilst at sea or at various sites
    • within Australia.
    • As Build Program Technical Lead I regularly attended and chaired meetings/teleconferences with the ASC, Royal Australian
    • Navy and various other sub-contractors to discuss build and maintenance scheduling, defect rectification and planning of
    • modifications and trials. I was a primary point of contact for all technical issues relating to the Installation, Integration and
    • testing of the Collins combat system on submarines in build and coordinated scheduling and technical/engineering staff
    • during the build phase and Category 4 & 5 testing.
    • With the incorporation of the new Condor Microwave Electronic Surveillance Measures system, I was responsible for the
    • management of U.S and Australian sub-contractors and liaised with ASC to ensure successful initial modification and
    • integration of the system into the Collins class submarines. I assisted with the planning, scheduling and implementation of
    • Refit maintenance projects for HMAS Collins & Farncomb and coordinated Raytheon maintenance and modification activities
    • for Full Cycle Dockings and scheduled/unscheduled maintenance dockings.
    • With the culmination of the Build phase at the commissioning of HMAS Rankin, I assisted with the management of closeout
    • activities and coordination of resources involved in the completion of the $100M R1000 Submarine Build contract. I worked
    • closely with the Program Manager formulating financial reports (ETC/EAC), managing the R1000 cost accounts, reviewing
    • contract documentation and assessing outstanding deliverables. I also organised contract closure and transition reviews and
    • coordinated/chaired meetings with customers to ensure Raytheon fulfilled all its contractual obligations.
  • 21.
    • 1998 - Present
    • - 38 Squadron Tactical Air Transport, RAAF Base Townsville, QLD
    • - Joint Electronic Warfare Support Unit, DSTO, S.A
    • - 10 & 11 Squadron Maritime Maintenance, RAAF Base Edinburgh, S.A
    •  
    • I have served in the Royal Australian Air Force Active Reserve for over 9 years as a Senior Non Commissioned Officer
    • after discharging from the Permanent Air Force after 14 years service on P3 Orion Maritime Aircraft. I am currently the
    • SNCO In Charge of Flight line Avionics section at 38 Squadron working on the Caribou Tactical Transport Aircraft at
    • RAAF Base Townsville. I work 4 days a month supervising and ensuring the safety of subordinate technicians,
    • coordinating technical maintenance activities, evaluation reporting, training and assisting other technical trades in
    • support of Caribou operations.
    •  
    • For 3 years I was employed as a Maintenance Manager at the Joint Electronic Warfare Support Unit at DSTO,
    • providing technical support for all Defence Electronic Warfare systems, maintenance and calibration of various EW
    • stimulators, system administration of the EW secure network as well as the supervision and administration of Reserve
    • technical personnel at JEWOSU. My secondary appointment was Unit Training Coordinator, where I was responsible
    • for the coordination of technical training and career path management for all 24 SQN technical personnel.
    •  
    • From 1998 to 2003 I was a Maintenance Manager for P3 Orion Avionics (Comms, Nav & Radar) with 24 SQN Reserve
    • Technical Flight working at 10 & 11 Squadron Maritime Surveillance. This position required the supervision of junior
    • technicians, training, rostering of duties, coordinating technical and routine maintenance activities, counselling,
    • evaluation reporting, and general administration duties. As an Independent Inspector I conducted supervision and
    • Inspection of P3 Orion Critical Maintenance Operations.
    RAAF Reserves Flightline Avionics & Maintenance Manager
  • 22. RAAF Avionics Technician/Supervisor
    • Jan 1988 – July 1998
    • 492 Squadron, RAAF Edinburgh, South Australia
    • Upon posting to Edinburgh RAAF base I was employed in the Avionics workshop Radio Communications Section, carrying
    • out component level repairs and modifications to P3 Orion UHF, VHF, HF & communications and interface systems. In
    • January 1989 I was transferred to Anti-Submarine Warfare Section and for 2 years carried out fault diagnosis, component
    • level repairs and modifications to the AQS-901 Acoustic Sensor processing system fitted to the P3 Orion.
    • In January 1991 I was employed on the P3 Orion Flight Line to perform general aircraft servicings (before flights, after
    • flights, refuels, aircraft towing marshalling & routine servicing) and fault diagnosis and repair of the majority of the
    • Integrated Avionics systems on board the Orion. During the period 1991 to 1998 I was involved in numerous interstate and
    • overseas deployments undertaking complex avionics maintenance in difficult situations with minimal spares and facilities .
    • At the rank of Corporal, I successfully completed the Civil Aviation Authority L.A.M.E examinations for the Radio category
    • in April 1995 and was then appointed an Avionics Self-Supervising Technician. As such I was able to carry out and sign for
    • Avionics maintenance on the P3 Orion without the need for a tradesman and carry out the duties of an Independent
    • Inspector on Critical Maintenance Operations.
    • I was promoted to Sergeant in July 1996 and aside from carrying out and supervising Avionics maintenance, I was
    • responsible for managing an Avionics maintenance team of approximately 20 technicians. This involved training, rostering
    • of duties, coordinating technical maintenance activities, organising deployments and leave, spares and logistics
    • management, counselling, discipline and general administration duties. In 1997, I completed the Sergeants promotion
    • course, which incorporated a Certificate 4 in Frontline Management.
    • From 1995 to 1998 I liaised closely with Hawker deHavilland and British Aerospace contractors involved with the
    • installation of the ALR-2001 ESM System on the P3 Orion, and carried out avionics acceptance testing and fault diagnosis
    • and repair of the new ESM system. I assisted with maintenance and publicationimprovements and provided technical
    • advice for Operational Test and Evaluation of the ESM system.
  • 23. COURSES AND TRAINING
    •  
    • 2008 Flight Sergeant Supervisory and Management promotion Course (RAAF)
    •   Interaction Management - Essentials of Leadership (Boeing Australia)
    •  
    • 2007 Proposal Development Workshop (Boeing Australia/Huthwaite)
    •   Risk, Issue and Opportunity Management (Boeing Australia)
    •   Integrated Product Team Workshop (Boeing Australia)
    •  
    • 2006 Leadership Development Program Modules A & B (Boeing Australia)
    •   Program Managers Workshop - Australia (Boeing Leadership Council)
    •   Supplier Management & Procurement course (Boeing Australia)
    •   Project Planning and Scheduling (Boeing Australia)
    •  
    • 2005 Airworthiness Management (BAE Systems)
    •   Advanced Systems Engineering Course (BAE Systems)
    • Managing Product and System Safety (BAE Systems)
    •   BAE Systems Project Lifecycle Management (BAE Systems)
    • Advanced Cost Account Management and EVMS (BAE Systems)
    •  
    • 2004 BAE Systems Configuration Management and WINDCHILL (BAE Systems)
    • Introduction to DOORS ( Requirements Analysis tool) (BAE Systems)
    • Six Sigma Specialist training (Raytheon)
    •   Open Plan Professional Basic V3. 0 (WST Pacific)
    •   Cobra Basic (WST Pacific)
    •   AP-3C Orion Data Management System Course (RAAF)
    •   AP-3C Orion Systems Architecture Course (RAAF)
    •   AP-3C Orion Navigation Systems Course (RAAF)
    •  
  • 24. COURSES AND TRAINING
    • 2003 Earned Value Management System course (Raytheon)
    •   AP-3C Avionics Systems Architecture Course (RAAF)
    •   AP-3C Starsaphire II Infrared Detection System OLM course (RAAF)
    •   Customer focussed Marketing (Raytheon)
    • 2002 Project Management course (Engineering Education Australia)
    • 2001 Electronic Warfare Principles course (RAAF)
    •   AMES II Electronic Warfare Stimulator Maintenance course (RAAF)
    •   Introduction to Non-Comms RF emitters course (RAAF)
    •  
    • 1999 Trade Supervisor Principles course (RAAF)
    •   Senior First Aid certificate (St Johns Ambulance)
    •  
    • 1998 OH&S Supervisors course (RAAF)
    • 1997 Sergeant Supervisory and Management promotion Course (RAAF) (Certificate 4 in Frontline Management)
    • 1996 ALR-2001 Electronic Surveillance Measures Operating Level Maintenance Course (RAAF)
    •  
    • 1995 ALR-2001 ESM Removal and Installation Course (RAAF)
    • 1994 Completed all Civil Aviation Authority examinations for accreditation as a Licensed Aircraft Maintenance Engineer (Radio) (Civil Aviation Aauthority)
    •  
    • 1992 P3 Orion Integrated Avionics System testing Course (RAAF)
    • RAAF Avionics Conversion Course (RAAF)
  • 25. REFEREES
    •  
    • Rachel Durdin
    • Operations & Excellence Manager
    • Global Services and Support
    • Boeing Defence Australia
    • BRISBANE QLD 4001
    • Telephone: 07 3306 3361
    • [email_address]
    •  
    • Chris Gilbert
    • Director
    • Performance Improvement – Strategy & Operations
    • PricewaterhouseCoopers Australia
    • BRISBANE QLD 4001
    • Telephone: 07 3257 8126
    • [email_address]
    •     
    • Anu Perera
    • Senior Project Manager
    • Works sub-transmission Program
    • Energex Limited
    • BRISBANE QLD 4001
    • Telephone: 07 3407 4298
    •  
    • [email_address]
    • Further career information and recommendations can be accessed on my LinkedIn site at http://www.linkedin.com/in/bryanhill2

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