Peter Lang is an experienced senior executive with over 20 years of leadership experience in infrastructure, energy, utilities, and technology. He currently serves as the Managing Director Asia Pacific for UMS Group Inc, where he is driving organizational change, business transformation, and growth. Previously, he held roles such as General Manager for RCR Infrastructure O'Donnell Griffin, Queensland and Northern Territory Manager for Pacific Services Group, and Queensland Manager for O'Donnell Griffin.

1. Peter Lang - 0428023414 - pglang@iprimus.com.au Page 1
Name: Peter Lang
Address: 1 Raphael Place
Carina QLD 4152
Mobile: 0428 023 414
Email: pglang@iprimus.com.au
LinkedIn Profile: http://www.linkedin.com/profile/preview?vpa=pub&locale=en_US
Peter is an experienced Senior Executive with over 20 years leadership and
management experience in Infrastructure, Energy Utilities, and Technology.
He is a strategic and collaborative leader with skills and experience in strategy
development; people leadership; and project, operational and financial management.
This is combined with effective communication; result orientation; and a specific
emphasis on developing organisational culture and getting empowered people into the
right roles.
Using experience gained with companies from small start-ups to multinationals, he has
most recently focused on short term roles involved in business transformation,
stabilisation and growing shareholder value. He is open to short or long-term
opportunities.
.
Master of Business Administration (MBA) Deakin University
Graduate Diploma of Management Deakin University
Bachelor of Engineering (Power and Control) Queensland Institute of Technology
Certificate of Engineering (Electronics and Communications) Queensland Institute of Technology
Engineers Australia (Member)
Chartered Professional Engineer (CPEng)
National Professional Engineers Register (NPER)
Australian Institute of Company Directors (Member)
CONTACT DETAILS
SUMMARY
EDUCATION
PROFESSIONAL MEMBERSHIPS
Peter Lang
Curriculum Vitae
Peter Lang
Curriculum Vitae

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UMS Group Inc
Managing Director Asia Pacific
September 2014 – Present
Since the early 1990’s, UMS Group has been an international
leader in Asset Performance and Management; Best Practices;
and Improving Operational Performance and Processes.
Reports to: Chief Executive in USA
Key Responsibilities:
 Short term role to drive organisational change
 In conjunction with international Managing Directors prepare corporate branding and
strategic direction
 Review corporate financial reporting and recommend more effective analysis
 Driving transformation change and repositioning the business
 Preparation and implementation of a growth strategy focused on profitability and growth
 Overhaul of internal processes and financial management
 Report
Achievements:
During first 6 months
 Won 2 years of contracts
 Achieved a return to financial forecast
 Negotiated international contracts
 Doubled the opportunity pipeline
RCR Infrastructure O’Donnell Griffin
General Manager Resources East and Power
January 2014 – July 2014
RCR Infrastructure O’Donnell Griffin is a leading provider of electrical,
rail, communications, HVAC, fire protection, and property services and
products in the Asia Pacific region.
Direct Turnover: $80 million . Direct Employees: 300
Reports to: Executive General Manager
Direct Reports: Eight (Commercial Manager, Finance Manager, 4 Branch Managers, Operations
Manager and Executive Assistant)
During 2013, when I was resizing the PSG business, O’Donnell Griffin was purchased by RCR. As a
previously successful O’Donnell Griffin manager, I was invited to return to grow a High Voltage and
Power business. I returned after completing my work for PSG. Three months after my commencement
at RCR, I was promoted to also manage the East Coast Resources Business. In July 2014, the
business was restructured and the East Coast management was moved to Perth.
PROFESSIONAL EXPERIENCE

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Key Responsibilities:
 Strategic planning and multiple project review and management
 P&L responsibilities for an E&I business involved in the mining and infrastructure
sectors
 Promotion of the company’s capabilities and establishing senior inter company
 business relationships
 Overseeing preparation, and approving tenders
 Project and commercial contract negotiations
 Return of the business to budgeted EBIT, including removal of non-profitable business
activities and an organizational restructure.
 Team building and creating people value in a business that had been through turmoil
Achievements:
 Achieved a return to financial forecast with above expected profit
 Implemented mid-month and end of month review of actual performance against forecast.
 Resolved loss making projects and achieved favourable commercial outcomes
 Negotiated settlements of long term debts
 Implemented staff performance and succession planning
 Implemented many processes to ensure focused tendering and project management
 Created changes to shift from work focused to profit focused
 Implemented new safety strategies in line with best practice
Pacific Services Group
Queensland and Northern Territory Manager
April 2013 – January 2014
Established in 2006 and recognized as one of Australia's leading
electrical and communications providers, Pacific Services Group (PSG)
provides unique turnkey electrical and communications solutions for
public and private sector clients, that encompasses the design,
manufacturing, construction, and commissioning of energy efficient,
technology complex, electrical and communication systems.
Direct Turnover: $70 million Direct Employees: 250
Reports to: Chief Executive Officer
Direct Reports: Four (including Operations Manager, HR Manager, Finance Manager, HSEC Officer)
Key Responsibilities:
 Strategic resizing of the business to match capability and the prevailing market environment
 Responsible for profitable project delivery; and safety management
 improvement in the company’s relationship with customers and suppliers
 Responsible for all project delivery; and safety management
 Responsible for P&L, budgets, and delivery of monthly forecast
 Commercial negotiation of tenders; and contract variations
 Diversification and change management of the business into more profitable sectors
 Mentoring and development of staff
PROFESSIONAL EXPERIENCE - Continued

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Achievements:
 Commercially negotiated the finalisation of 22 loss making projects.
 Implemented monthly review of all projects
 Closed 4 no longer required offices, and reduced overheads, including vehicle fleets
 Set up a new organizational structure and reduced employee numbers to support the
business
 Generated the first new business in 12 months
 Within 6 months reduced expenses by 40% and the loss by 75%.
 Mentored inexperienced Commercial and Project Management staff
O’DONNELL GRIFFIN
Queensland Manager
November 2011 – April 2013
O’Donnell Griffin is a leading provider of electrical and communications
engineering solutions. Key areas of expertise include data and
communication systems, security and access control systems, railway
signaling, traction and communications systems, power generation and
co-generation systems, instrumentation systems, high voltage
reticulation systems and transmission towers.
Direct Turnover: $100 million. Direct Employees: 300
Reports to: Chief Executive Officer
Direct Reports: Seven (including Commercial Manager, Regional HR Director, Finance Manager,
Northern Region Manager, Southern Region Manager, HSEC Officer and Executive Assistant)
Key Responsibilities:
 Management of multiple commercial, industrial and resource sector projects
 Create relationships with customers and suitable partners in the OEM and mining sectors
 P&L responsibilities for all projects and the overall Queensland E&I business
 Devise and implement profit turn around and growth strategy
 Provide strategic direction and management of the state organisation, and five branches
 Preparation of reports, budgets and forecasts
 Systematic employee communication with vision of being an employer of choice
Achievements:
 Complete revision of statewide financial and accountability reporting
 During the first 9 months, achieved a 40% revenue increase and 6 point improvement in
EBIT
 Within the first 18 months turned the business from a loss making to a forecasted $11M
profit
 Implemented strategies to grow revenue from $70 million to $160 million within three years,
with an EBIT of 8%
 Reduction of expenses by 20%
 Negotiated improvements to a $30m loss making resource project to 18% EBIT
 Negotiated terms of a $150m contract
 Improved quality of safety reporting and involved senior management in audits
 Complete revision of statewide financial and accountability reporting
PROFESSIONAL EXPERIENCE - Continued

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ALSTOM GRID
Various Senior Management Roles
March 2007 - November 2011
Alstom Grid has been a partner to Utility and Industry companies in
Australasia and New Zealand for 100 years. The transformer business
manufactures, supplies and installs a range of large power
transformers. The Service business specialises in engineering
consulting, field service, assessment & investigation.
Managing Director, Australian Transformer Business / Asia Pacific Transformer
Sales Director
June 2010 - November 2011
Turnover: $100 million Direct Employees: 200
Reported to: Vice President Transformers (based in Paris, France)
Direct Reports: Seven people
Key Responsibilities:
 Factory management, including P&L and strategic direction
 Strategy to regain market share and improve productivity, while ensuring ongoing safety
and quality
 Introduction of new equipment into the Australasian market from Chinese factories
 Accurate reporting, budgeting, forecasting and presentations to the European head office
Achievements:
 Improved performance from double figure negative EBIT to double figure positive EBIT
 Improved first pass test rate from 65% to 95%
 Negotiated commercial and technical terms of $150m of new contracts
 Reviewed all operations, implemented an organisational restructure and new
business model designed for growth; changed the focus from being engineering
driven, to a customer focused project management culture
 Developed a new leadership team to drive growth and customer satisfaction
Technical Services Manager / Managing Director, Asia Pacific Service
March 2007 - June 2010
Turnover: $30 million Direct Employees: 50
Reported to: Vice President Service (based in Paris, France)
Direct Reports: Seven people
Key Responsibilities:
 Overall P&L, management & business development of Medium Voltage and High Voltage
services business for Australia / East Asia
 Tendering, project and engineering management
 Customer satisfaction; employee retention and development
 Regional responsibility included Australia, New Zealand, Pacific countries, Japan and Korea
Achievements:
 Within 18 months, the business improved from 1 month backlog to world #1 for order intake
 Achieved increased sales by 85% and EBIT by 150%
 Negotiated 18months of new contracts
 Implemented a team focused safety culture - no lost time injuries for three years
PROFESSIONAL EXPERIENCE - Continued

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DIAGNOSTIC MONITORING SYSYEMS LIMITED
Asia Pacific Manager
June 2002 – March 2007
DMS is a multinational company providing technology solutions to
power utilities. DMS provides consultancy, design, manufacture and
project management of the supply and installation of technology.
Turnover: £30 million Employees: 40
Reported to: Chairman of parent company (based in the United Kingdom)
Direct Reports: Four (including Design Manager and Production Manager)
Key Responsibilities:
 P&L and management responsibility for the Asia Pacific business
 International business strategy for market entry into new countries and market segments
 Tendering and commercial negotiations
 Provide technical expertise in HV and MV asset management and condition monitoring
 Project management with challenging deadlines & diverse stakeholders (national /
international)
 Customer and stakeholder liaison and relationship development (national / international)
Achievements:
 Established the Asia Pacific office of a venture capital funded company, which was planned
to be sold in five years (resultant sale yielded a share value of 270 times par)
 Developed and managed international marketing strategies
 Successfully introduced consulting and technology products into countries including
Australia, P R China, Taiwan, Hong Kong, India, United Kingdom, Canada, Oman, UAE,
USA
 Devised a manufacturing model to outsource production to a variety of countries with the
retention of intellectual property, design, final assembly and testing in Australia.
POWERLINK QUEENSLAND
Various Roles
1996 - 2002
Powerlink is a Government Owned Corporation that owns, develops,
operates and maintains Queensland’s high-voltage electricity
transmission network.
Manager Diagnostics and Investigations
1998 - 2002
Key Responsibilities:
 Operational management of a fee for service technical business
 Project management in the transmission and substation sectors
 Commercial management and control, including tenders and contract negotiations
 Engineering assessments of power grids, switchyards, and power stations
 Provision of asset management and condition assessment expertise
PROFESSIONAL EXPERIENCE - Continued

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Achievements:
 International high voltage asset management specialist
 Successful change management of the business, from an internal supplier mind-set to a
positive, externally focused and customer driven service organisation
 Developed and implemented a business sell strategy of a government business to the private
sector.
Manager Research and Investigations
1996 - 1998
Achievements:
 High voltage asset management expert
 Successfully developed high voltage technologies and consultancy services - now sold
 internationally
 Received Electricity Design Award for achievement
 Presented numerous technical papers nationally and internationally
 Broad commercial acumen and excellent analytical competency (including financials)
 Strategic thinker and demonstrated ability to drive a business and people to achieve
specific outcomes, whilst ensuring return on investment (ROI)
 Well-developed expertise in strategic planning, management, finance, marketing and
business development
 Demonstrated experience in devising and implementing successful organisational
change management programs
 Ability to establish and maintain positive relationships with internal and external
stakeholders (Both locally and internationally) and with cultural sensitivity
 Experienced with creating, managing and implementing sustainable business growth
plans, as well as policy and process development
 Exceptional project management skills, including the ability to influence and negotiate
 Strong leadership and people management capacity
 Mentoring, team building and encouraging employee professional development
Referee details can be provided on request.
SKILLS AND EXPERTISE
REFEREES
PROFESSIONAL EXPERIENCE - Continued