Strong multi-disciplinary project management, from initial bid documents to handover to Operations.
Campbell Dynamics can provide the following:
Campbell Dynamics acknowledges the critical nature of allocating risks that reflect the appetite of both client and contractor. We approach Risk Management in a simple yet effective manner: the party best placed to manage the particular risk should be allocated that risk and remunerated accordingly.
| Period | Client | Role | Key contribution |
|---|---|---|---|
| 2022 – present | Iluka Resources | Project mentoring; stand-in Project Manager | Stand-in Project Manager who carried the $500M Balranald (NSW) underground mineral sands project to FID in February 2023. Independent Project Review of the Wimmera rare earths PFS (Vic, $800M). Continuing mentoring of the Iluka Projects function and Executive. |
| 2022 | Gladstone Green Hydrogen | Mentor to the Project Director | $5B green hydrogen consortium: Stanwell as lead, with Iwatani, APA, Kawasaki Heavy Industries, Marubeni and Kansai Electric Power. Oversaw the FEED plan. |
| 2019 – 2022 | Iluka Resources | Project Director and PFS lead, multi-project portfolio | PFS for US$300M mineral sands project in Sierra Leone (Hatch as lead consultant). Project Manager for $50M Balranald underground trial. Project Director for $800M Wimmera rare earths PFS. Independent reviews across eight projects in Australia, Sierra Leone and Sri Lanka. |
| 2017 – 2018 | Infigen Energy (now Iberdrola Australia) | Wind farm FID and operator transition | Drove the 60MW Cherry Tree wind farm (Yea, Vic) to Financial Investment Decision. Identified and forced resolution of a fatal-flaw counterparty risk with the Distribution Network provider before commitment. Led the five-month Suzlon-to-Vestas operator transition at the Lake George wind precinct, Canberra. |
| 2012 – 2013 | Yancoal Australia | Definitive Feasibility Studies, Moolarben Coal | Open Cut 4 DFS ($720M) and Underground No. 1 DFS ($700M). Both delivered on time and on budget. Covered regulatory approvals, JORC assessment, engineering design to 20–30 per cent advancement, OPEX and CAPEX estimates, implementation schedule and business case. |
| 2011 – 2013 | Yancoal Australia | Strategic planning and portfolio prioritisation | Commissioned by the COO to develop a five-year blueprint to double ROM production across five NSW and QLD producing mines. Reviewed 30 projects, built risk register and cash flow model, recommended two projects advance to DFS and one to PFS. Oversaw delivery of both DFSs. |
| 2003 – 2006 | Asia Pacific Potash Corporation | Somboon (Udon Thani) Potash, US$1B+ | Pre-Feasibility Study covering mine development, surface plant, 700km logistics chain, port facility, environmental licensing and mining lease application. Built a cash flow model that withstood due diligence by the BHP Billiton Minerals Division in 2005. |
| 1996 – 2003 | Western Mining Corporation (now Incitec Pivot) | Queensland Fertilizer Project, $1B; Manager Mt Isa, 2IC to Project Director | Produced the 1996 DFS that underpinned WMC board approval. From 1997 to 2000, personally responsible for $200M+ of Mt Isa site works, including the world's largest metallurgical sulphuric acid plant (>1Mtpa) integrated with the MIM (now Glencore) copper smelter. Led negotiations with MIM on land tenure, water, power and gas agreements, and community consultation in a hostile environment. |
Choosing the right delivery method, whether D&C, EPC, EPCM, Alliancing or Partnering, and administering contracts with rigour from conformation to claims adjudication.
Concept, PFS and DFS delivery with AACE estimate-class discipline, Monte Carlo risk analysis and transparent financial modelling.
