This document provides an overview of Margaret Wynne as a candidate for senior maintenance and asset management positions. It summarizes her 20 years of experience in mining and oil & gas industries, including roles as a senior consultant, project manager, operations manager, and principal advisor. She has expertise in asset management, maintenance planning, work management, and reliability.

1. MARGARET WYNNE
16245 S. Arnold Hollow Rd., Herriman, UT 84096
(801) 803 - 9010
margarethwynne@gmail.com
CANDIDATE OVERVIEW
Positions Held
 Senior Consultant and Project Manager
 Operations & Maintenance Manager
 Principal Advisor – Asset Management
 Senior Maintenance Planner
PROFILE SUMMARY
Senior Maintenance and Asset Management practitioner with 20 years of experience in the Mining
and Oil & Gas industries. Her management skills are supported by her hands-on Maintenance and
Reliability background, which allows Margaret to apply technical knowledge to real business
scenarios. Margaret is a well-rounded and respected professional with corporate advisory, project
leadership, operational management, supervisory, and coaching experience, specializing in Work
Management, Equipment Strategies, Reliability and Shutdown Management.
 Bachelor’s Degree, graduated with Honors 3.9/4.0 GPA
 Certified Maintenance & Reliability Professional
 Six Sigma Green Belt and Lean Initiative trained
 16-year successful career with Rio Tinto, rising from site management (Fixed Plant) to global
corporate level
 Leadership experience in both Operations and Maintenance disciplines
 Career punctuated by being an effective Change Agent and Project Manager, implementing
and leading Process & Systems improvement initiatives
 Focused expertise in Asset Management, Maintenance Planning & Scheduling, Work
Management, Equipment Strategy Development, Shutdowns, Contractor Management, Defect
Elimination and Management of Change (including procedural creation, systems
implementation, competencies creation, execution, auditing, improvement and training
materials, thereof)
 Significant experience in Process Compliance and Performance Measurement analysis,
benchmarking, auditing and implementation of continuous improvement actions
 Proficiency in SAP, MRS, Ellipse, ProACT, DataStream and Microsoft Office products; user of
Meridium, RCMCost, AvSim+, and PMO
 Disciplined and dedicated to all aspects of HSEQ as the primary core value
 French and German speaking

2. 2 | P a g e M a r g a r e t W y n n e
EMPLOYMENT HISTORY
June 2016 – present
Work Management Solutions / Step Mountain Resources
President – Americas / Business Owner
Provide and facilitate the classroom-based training and coaching to Rio Tinto Group Sites formerly
delivered by Growth & Innovation, i.e. Introduction to Reliability Fundamentals, Work Management,
Shutdown Management, Reliability in Practice (Analytics), Reliability in Practice (System Modeling),
Condition Monitoring, and Hydrocarbon Management. Also, develop business growth opportunities
in the Americas for Asset Management clients in the areas of SAP Master Data management,
Continuous Improvement identification, audits, Project Management, Maintenance Strategy
development, and provision of superior professional resources in consulting and backfill positions.
November 2010 – July 2014
GMC Global
Senior Manager
Supported major Mining and Oil & Gas clients in establishing and improving maintenance processes
and systems, including business process design, procedure creation, systems design, end user
process and transactional training. Most recently, created and delivered an entire suite of
sustainable learning materials, a compilation of both business processes and transactional systems
training, as well as competencies for Planners, Supervisors, Technicians and Engineers in the areas of
Work Management, MRS, Equipment Strategies, and Shutdown Management. In the area of
Shutdown Management, this included strategy creation at the corporate level, business process and
transactional training for all Site personnel, as well as a full audit system for Go/No-Go decisions.
She also created and implemented Equipment Strategies and associated Master Data for both
Greenfield and Brownfield projects, using appropriate Reliability methodologies. Her major clients
include BHP Billiton Petroleum, Rio Tinto Kennecott Utah Copper, and KGHM International,
considered world-class companies, which extended her contract multiple times due to high quality
performance, as well as being under-budget and within condensed timeframes.
November 2009 – October 2010
Rio Tinto Minerals
Operations & Maintenance Manager
 Oversaw Production for Houston Talc division (Operations, Production Planning,
Maintenance, Warehousing & Shipping)
 Lead 19 direct reports, responsible for all aspects of employee hiring, supervision, incentive
determination, discipline, and termination

3. 3 | P a g e M a r g a r e t W y n n e
 Doubled production with 25% reduction in workforce. Increased Gross Margin from 25% to
35%.
 Instituted program of cross-training to ensure shift coverage in all areas of Production, and
provided growth opportunities for hourly personnel in a fairly flat organization
 Implemented 44 improvement initiatives, which spanned all disciplines (HSEQ, Operations,
Maintenance, Quality, Process, Financial and Personal Development), as part of Sustainable
Development.
September 2008 – November 2009
Rio Tinto – Technology and Innovation
Principal Advisor, Manage Physical Assets
 Guided the global design of SAP solution for Plant Maintenance, Reliability and Capital
Projects
 Designed and educated Business Units in the Asset Management process vision, business
concepts and success factors
 Content creator/owner/approver of global Shutdown and Work Management standards and
procedures
 Content owner/approver of core competencies for Rio Tinto Asset Management
Practitioner’s Program, a series of educational courses for Maintenance professionals
 SAP Project scope change identification, evaluation and prioritization for Continuous
Improvement of Plant Maintenance module and Business Warehouse reporting and
analytics
 Global engagement in embedding activities to improve implementation of Maintenance
policies, strategies and standards through collaboration and development and use of
Business Systems
 Owner/facilitator of global Plant Maintenance and Shutdown & Work Management on-line
Collaborative Forums
 Training module review and implementer of Rio Tinto Reliability Solution, an integrated
system of standard Reliability work processes, SAP and Meridium software
 Auditor of Work Management, Reliability and Capital Projects processes globally, in
compliance with business standards and objectives
July 2007 – September 2008
Rio Tinto – Kennecott Utah Copper
Principal Advisor, Maintenance
 Reporting to Director of Asset Management, peer group was site Maintenance managers,
with shared supervision of site Master Data Specialists
 Applied advanced Maintenance technical/functional expertise and assisted Maintenance,
Reliability and Capital Projects professionals with leading practice work processes,
interacting broadly across the value stream, from drilling and blasting through
concentrating, smelting, refining and finished product

4. 4 | P a g e M a r g a r e t W y n n e
 Developed and implemented Maintenance standards, i.e. Work Management, Shutdown,
Projects, Contractor and Materials management, preventive/predictive strategies, zero-
based budgeting, etc. Performed audits of site performance thereof, following up with
detailed corrective action plans and progress monitoring
 Established strong collaborative relationships within Kennecott and globally across Rio Tinto
 Owner of Materials Management Community of Practice, a group exploring efficiencies and
solutions between Asset Management and Procurement professionals
 Participated and influenced Rio Tinto direction with regards to Maintenance standards,
programs, tools
 Member and contributor of the Rio Tinto Collaborative Forums for Maintenance, Shutdowns
& Work Management, Business Improvement, and Global Metrics
 Problem resolution of site SAP issues, and interface between global solution architects and
end-users.
 Completed a Six Sigma Zero-Based Budgeting Improvement project which resulted in a 36%
increase in Task Lists and BOMs captured in SAP ($257M total increase of documented
maintenance tasks and BOMs). Improved Work Management as a result had an estimated
annual savings of $23.4M for Kennecott Utah Copper
April 2006 – July 2007
Rio Tinto
SAP Plant Maintenance & Capital Projects Team Lead and Reporting & Analytics
Reference Group SME Aligning Business Systems
 Provided leadership of Aligning Business Systems-SAP Plant Maintenance team (11
engineers and planners) with understanding of KUC requirements and business strategies for
Maintenance, including capital plans, zero-based budgeting, work cycle management, asset
maintenance strategies, defect elimination, shutdowns, projects, contractor management
models and standards
 Mapped the business unit to the Rio Tinto Business Solution, detailing additional
requirements, including cost and effort estimates, completing impact assessments,
proposed project scope, resource requirements, and implementation plan
 Identified critical report and metrics gaps, and report improvements, including source
systems, transaction volumes and reporting tools, as Rio Tinto Maintenance R&A SME
 Identified need for seven additional FTE’s as Master Data Specialists. Created and delivered
business case to senior management, including a detailed Role Profile, which was approved
and contributed significantly to the success of the SAP-PM implementation project and
diminished post-implementation risk and impact to the business
 Detailed and delivered project learnings to subsequent project Sites, including project
resource requirements, data extract methodology, queries and conversion files. This was
not included in project methodology but delivered under own initiative, and greatly
appreciated by subsequent businesses.

5. 5 | P a g e M a r g a r e t W y n n e
December 2005 – March 2006
Rio Tinto
Senior Contracts Coordinator
 Supervision of contracted maintenance services at four Plants (Smelter, Refinery, Power
Plant and Tailings) for both embedded maintenance crews and one-off construction and
capital projects; creating job scopes, cost estimating, cost control; performing risk
assessments and following all HSE requirements
 Scheduling of contractor work in conjunction with production requirements, working closely
with Operations
 Revision of 2006 Smelter budget based on negotiated rates, using parent work orders,
standard job frequency and project numbers
 Project owner for implementation of Kennecott Maintenance System principles for entire
department (North and South), including significant changes to work group standard for
creation of KPI’s, work order discipline, planning and scheduling. Implementation of
changes streamlined the department’s total work cycle, and allowed for performance
measurement against targets.
October 1995 – November 2005
Kennecott Utah Copper
Senior Maintenance Planner-Refinery
 Planned, scheduled, and monitored progress of maintenance activities for a multi-craft
workforce, including equipment modifications and installations, procurement of parts,
materials, special tools or equipment, and outside contractors. Duties included
maintenance crew supervision.
 Created job scopes using risk assessment and hazard analysis, conforming to all HSE and
Process Safety standards, in compliance with ISO14001 requirements, in order to safeguard
personnel, the environment and plant equipment
 Coordinated and directed plant shutdowns with labor and materials sufficient to complete
maintenance projects most efficiently and cost effectively. Updated maintenance plans as
new information became available and assisted line supervision in job control
 Created query and automation of maintenance KPI’s, which was adopted as best practice
company-wide. These included scheduled versus unscheduled man-hours, backlog rollover,
and preventive maintenance completion rates
 Created, and continuously updated, a comprehensive plant-wide preventive maintenance
program for equipment maintenance and compliance with OSHA, state, federal, KUC and Rio
Tinto HSE standards
 Performed Reliability engineering through defect elimination and root cause analysis,
identifying equipment with high maintenance costs and low availability, and implementing
material upgrades, modifications and/or replacements
 Developed area maintenance budgets and reviewed planned vs. actual costing on a daily
basis

6. 6 | P a g e M a r g a r e t W y n n e
 Project leader of Asset Utilization Improvement project, which included reduction of plant
warehouse stock items in excess of $4M, removal and sale of surplus equipment, PM
optimization, creation of job kitting and staging areas, lubrication area and 5S maintenance
shop
 Trained maintenance planners, supervisors and craftsmen in the application of the plant
CMMS, and database query software
 Project leader of CMMS upgrade from MIMS to Ellipse