Paul Jones

Delivery of Major projects across the full asset lifecycle form Business Case through to Commissioning and Handover

With over 35 years of experience in capital service delivery, infrastructure planning and portfolio asset management, I am a seasoned leader adept at driving impactful change in complex environments. I have spearheaded both private sector and public sector multidisciplinary teams to successfully deliver transformative programs, resulting in outstanding organisational and community outcomes. . My strong track record of working collaboratively and transparently to lead cultural change, exceptional project management and technical construction capability, commercial acumen and proven decision making skills will allow me to make an immediate impact on performance.

As the National Social Infrastructure Key Account Director and Regional General Manager for NSW since 2017, I have spearheaded a national team of 180 professionals, driving revenue growth and margin improvement across sectors such as education, health, housing, and local government. My role involved balancing business development, financial management, and strategic planning while delivering major projects, including the $400M Liverpool Health Education Hub, the $650M Sydney Airport extension, and the $billion PMO implementation for SINSW’s Modern Methods of Construction. Through high-performance team culture, collaborative business planning, and enhanced bid quality, I have consistently strengthened revenue streams and project profitability

As the Group Director, Regional Services, I provided strategic leadership and direction to deliver property management and stakeholder engagement functions across the state at a regional level. I oversaw high-quality business planning, financial management, and compliance programs to align with Crown Lands' objectives. Achievements include directing regional business planning projects, embedding governance, compliance, and audit frameworks, and leading stakeholder engagement to manage sensitive regional issues. I also spearheaded organisational change initiatives, fostering a customer-focused service culture and driving reforms through collaboration and local engagement.

Achieved significant operational and delivery savings by reforming the NSW LAHC Assets Division inclusive of the review, development, tender and award of the largest social housing maintenance contract in the southern hemisphere valued at over $3 billion. This reform was driven by my development of a new business strategy which: • Changed the commercial relationship with the social housing maintenance providers from a schedule of rates approach to a incentivised lump sum benchmark captured in a new maintenance contract and; • Transformed the LAHC Assets operating structure and workforce reducing the number of staff and office locations. This complex reform was undertaken against a highly sensitive political backdrop and affected over 400,000 vulnerable social housing tenants.

Responsible for 750 staff in 22 offices across the state delivering commercially competitive Project Management services for $1B worth of work annually. • Successfully delivered over $2.4 Billion of construction works for the NSW State Government. • Exceeded financial Key Performance Indicators for NSW Public Works and achieved a net surplus greater than budget for each financial year of my tenure. • Achieved an average on time delivery rate of 93%, an average on budget delivery rate of 93% and a client satisfaction rating of 89%.

Employed by the Department of Education in Victoria assuming responsibility for the delivery of the aggressive “Building the Education Revolution” capital works program, estimated at $3 billion, concurrently with the Victorian School’s Plan valued at $1.9 billion and the asset maintenance management for the portfolio. Some key Achievements: Building Education Revolution • Development and Implementation of the $3billion Commonwealth stimulus package for Victoria inclusive of procurement, governance, Programme Management Office set-up, risk management framework and stakeholder engagement plan. $1.9 billion capital works program • Successful achievement of financial and project critical success factors for the delivery of the complex $1.86 billion capital works program. This required the building and sustaining of high performance teams focused on the delivery of a clearly set and articulated strategic direction.

General Manager As General Manager I was responsible for approximately 300 people, consisting of engineers, architects, project managers and administrative staff spread across the Territory. I was responsible for the team’s delivery of approximately $400 million worth of works each financial year. Achievements • Increased the Division’s profit by 500% annually. • Reduced costs of delivery by 13.7%. • Increased capital work expenditure by $100million during my tenure. • Project and Program Manager leading the planning and delivery for over $200 million worth of work. • Undertook disaster recovery actions associated with Cyclone Monica and Cyclone George. • During my leadership the team delivered over $1billion of infrastructure works. • Improved the delivery of projects and reduced costs of delivery through the development of a uniform project delivery roadmap that introduced governance gates to increase staff support and guidance, identify best practice, improve risk management, and streamlined processes and procedures. • Improved the product suite by working with clients for earlier bulk program receipt to drive innovation through a more strategic approach of scoping, procurement, and management and hence identifying alternative procurement and delivery options.

As RPC I was responsible for a business unit of approximately 30 project managers delivering effective and efficient project management services for $90million worth of projects annually. Achievements • Project and Program Manager leading the planning and delivery over $300 million worth of work. • Turned around the financial performance, moving from a loss situation to a profit. • Restructured the Building team to increase the effectiveness and efficiency of delivery. • Successful design and implementation of a streamlined Project Management approach, which resulted in an ability to offer a reduced fee while increasing profit. • Created a new Project Management Roadmap for the delivery of Education’s small projects that streamlined the processes and procedures and increased our margin by reducing our delivery costs.

I managed over 30 people and was responsible for the delivery of Council’s new built assets as well as ensuring Council’s existing assets met specified performance requirements. My responsibility for the delivery of new built assets encompassed all phases from feasibility through to commissioning and defects management. Responsibilities Responsible for the effective and efficient delivery of capital projects and asset management strategy and maintenance. Achievements • Project Manager leading the planning and delivery over $80million in capital works • I also developed and delivered the strategic maintenance plans for Wollongong City Council's 588 buildings, which are valued in excess of $800 million, improving the asset performance while reducing costs of maintenance. • I developed a roadmap of risk management and governance for the delivery of all council buildings. This roadmap outlined governance and risk gates and a step-by-step approach to the design and construction of council’s built assets. This resulted in improving project timeframes, costs and quality with a resultant increase in stakeholder satisfaction. • I also instigated a benchmarking analysis of the building maintenance strategy and made changes to the methodology to bring it in alignment with the NSW Government’s Total Asset Maintenance plan. This plan involved consultation with stakeholders to obtain input into the alignment of business strategies and maintenance strategies.