Maintenance Manager

Last Updated: 28th November 2018 (over 4 years ago)



Phone Number


Age Range
45 to 54

Qualification Level




Sept 2017–Present: Operations Head of Maintenance Contract Compliance & Safety (MARC) (Barrick Gold) Lumwana Zambia.

• Reporting directly to the Operations Manager on a large multi open pit Copper Mine ($800,000,000 turnover).
• Manage the compliance of all Heavy Mobile Equipment MARC contracts across site from mobile equipment to process plant shutdowns, covering CMMS, Costs, Standards audit trail and Quality.
• Implemented an Engineering QC/QA auditing procedure across operations covering all HME Hitachi/Caterpillar/Komatsu/Sandvik.
• Built a major Hazard awareness centre.
• Coaching of all Operational Employees across the HSE arena.
• Directed the leadership team on Safety Strategic Planning and implementation.
• Awarded Barrick Corporate Award for Safety implementation and improvement.
• Oversight of Safety compliance through introduction of an all in one auditing system.
• Initiated and implemented a Safety Coach Program across site to reduce the current TRIFR/LTI/MTI (4000 employees).
• Safety Coach Program has been embedded as corporate best practice.
• Implemented new HAZARD ID/Risk Techniques across Operations.
• Coaching of incident investigations from Low key incidents to High Potential Incidents.

June 2013 – Sept 2017: Site Maintenance Superintendent Light Industrial Area Zambia (Barrick Gold)
• Management of the Light Industrial Area comprising of 300 + personnel, 20 x multimillion-dollar cost centres, budget forecasts, asset control, business plans, contract negotiations, operational oversight and implementation of multimillion dollar contracts.
• Fabrication workshop: fabrication of all Load & Haul fleet from chassis repair programs on Hitachi 4500, Ex 5500 to major fabrication and rebuild of all Ancillary fleet (993/994/Grader/777/Cat 740/Bell/Kotmatsu 785)
• Dewatering Operations & Workshops: dewatering and power generation workshops covering three large open pits encompassing industrial pumps, generators, lighting towers and fabrication within the active mine area inclusive of dewatering operations.
• In Pit Electrical Workshop and Field team: repair and maintenance of all in pit electrical from HV 33 kv installations, overhead trolley lines, substations and transformers to power supply to excavators (EH 5500), infrastructure and dewatering.
• Tire Repair Workshop: Control and Management of the Tire workshop across Load & Haul and Light Fleet.
• Facilities maintenance: maintenance of all mine infrastructure, buildings and small building projects across a mine 40 km wide with 4000 employees.
• Lifting Department: control of 13 cranes from 450t mobile crane, 300t crawler to all lifting operations, rigging and lifting equipment across site from the Mine, Construction to the Process Plant.
• Vehicle Workshop: management of all site LV vehicles from Land Cruisers x 300, Light Trucks x 50, Fire Engines and Ambulances x 10, 13 x mobile cranes from 50t to 450 t, 2 x 500t crawler cranes, x15 MHE, Generators x 30, 5 x tractors, trailers, 5 x Mini Buses, elevated platforms.
• Contract and Operational Management: of Total Fuel Management encompassing the operational commitment of refueling all mobile and static equipment across site, contract control ($90,000,000), security, delivery, waste disposal, compliance and operational implementation of fuel farms, distribution, cost control, security, safety, contract liaison, standards and stakeholder satisfaction within a critical site reliant business and tracking on a site currently using 300,000 liters per day + 200,000 liters of oil per month.
• Budget control and forecasting within a diverse cost centre environment ensuring site specific maintenance business plans are met in conjunction with the maintenance strategies and business targets.
• Implementation of annual improvement plans in line with company strategic plans ensuring operational excellence, flexibility, high performance, growth and respect of the employees are inclusive to ensure the relevant strategies meet the targets for the reporting year.
• CMMS control to ensure the work management process is adhered to across multifunctional departments covering 8 business units and multiple high dollar contracts.
• Full HSE adherence and control within a high-risk open pit environment from HSE initiatives to writing company policy and procedures on Cranes, Rigging, Fueling Operations, Vehicles and Lifting Equipment, implemented across site.
• Personnel development of both expat and national workforce ensuring growth within the national employees for promotion into expat positions using lines of progressions, personal development charts and talent progression within a trade orientated workforce.
• Full recruiting and releasing of expat and local employees.

June 2011 – Sept 2013: Site Maintenance Superintendent Zambia (Barrick Gold)

• Project lead in transferring Load &Haul and Ancillary Fleet from MARC to owner maintainer.
• Implementation of owner maintainer budget process and project lead in the introduction of Zero budgeting.
• Assimilation of rotable and reman into an owner maintainer tracking system.
• Implemented equipment strategies in line with a new conditioning monitoring department.
• Recruited and Employed relevant individuals for the new roles and responsibilities (400 employees).
• Implemented a fabrication shop for chassis rebuilds and bucket rebuilds Hitachi EH 4500 & Excavator 5500 and full ancillary fleet.
• Brought on line a Light Industrial Area and assimilated the departments.
• Create & Build maintenance Services Department.

Oct 2008 - June 2011: Mobile / Fixed Plant Maintenance & Operations Manager (Libya Amal Oil Fields).

• Managed production targets against Profit & Loss of a multiple site services company inclusive of site facilities.
• Management of a centralized Mobile Maintenance workshop ensuring a controlled and proactive approach to fixed plant and HME equipment repair to each outlying post. Equipment inclusive D10/777/785/Graders/Excavators (365), Industrial Pumps, Light vehicles, Cranes, Generators, Boilers, Osmosis Equipment, Industrial Chillers, Tricantors and numerous other equipment associated with an Oil Field Services company.
• Management of all logistic movements of waste oil and bye products.
• Control and management of all Process operations using Tricantors, OEM, large scale dewatering projects and Oil wash plants.
• Management and control of all maintenance activities, camp activities, new Installations, budgets, transportation, resources, personnel, recruitment and terminations.
• Control of all site Projects inclusive of P&L reporting to the company senior management on field activities including costs and future developments to enhance company profits in line with expectations.
• Control and installation of all multiple site activities from Construction, Oil Recycling Plants, Generators, Reverse Osmosis Units, Multi-Stage industrial Tricantors, Industrial Compressors, Industrial Heat Exchangers, Boilers (10,000 kg +), Main Storage Tanks, Piping, Settling Tanks, Excavations and Earthworks.
• Installed a process driven maintenance programme for all associated equipment based of a Zero budget approach. This was inclusive of equipment strategies to reduce component change outs based of analysis to ensure optimum performance and cost per hour.
• Introduction of strong but fair management control of 400+ personnel ranging from Electrical Engineers, Mechanical Engineers, Chemists, Mechanics, Electricians, Operators, Welders, Fabricators, and contractors through a confident but professional and determined approach.
• Transformation of the mentality of site personnel to deliver sustained, professional and quality work within budget, on time with safety at the forefront.
• Installed a Safety mentality within the site teams, involving work permits, toolbox talks, method statements, HAZID, HAZOP, PPE, JSAs, Risk Assessments and all other safety criteria involved in running operational plants within an oil field environment.
• Ensured all site projects where within specification, delivered on time and within budget using project processes from kick off to finish.
• Introduced a process driven environment to ensure daily work schedules are adhered too, producing quality work within the prescribed contract specification, ensuring the customer was always treated in a professional manner ensuring continued customer satisfaction and interaction.
• Created a main store within camp to control all stores movement, budget control including asset tracking of all equipment on associated sites.
• Through strong management skills and a pro active and confident approach customer disputes where reduced to a minimum, through point of contact, strong report writing skills and excellent customer interaction.
• Control of all personnel both expat and local, from personal development, hiring to personal warnings and termination.
• Covered multiple sites with weekly trips back to Tripoli for management updates, progress meetings, budget meetings and customer project meetings.

Oct 2006 – Oct 2008: Country Maintenance Manager & Sales Manager (Aggreko Power Solutions) Kuwait Oil Fields and Local Business.

• Country Manager for a 180 + engineering, maintenance and commercial team and associated sub-contractors, supplying industrial power and cooling solutions to drill sites on the Kuwaiti oil fields, industrial factories, power plants, major events and local businesses across Kuwait.
• Full P&L accountability inclusive of new business and referrals based of customer satisfaction and support.
• Full CMMS control, planning and repair of equipment.
• Business Development to existing and future clients from Oil contractors to the Kuwait Motor Show.
• Full inventory management, purchasing and forecasting for current and future projects.
• Stores management ensuring accountability, costs, procurement and supply where all in line with current and forecasted projects.
• Responsible for the main repair workshop and 4 outlying support sites, sub-contractors, 450 installations, preventative maintenance programmes, scope of works, condition monitoring and assessments, turnaround times for repair, warranty claims with the relevant manufacturer’s, manufacturer modification programmes and standards.
• The role covered all field activities with strong emphasis on quick decisions to prevent down time on Oilfield Projects, ESP pumps and other major events across Kuwait from the Kuwait motor show to the Independence celebrations.
• The role also included presentations to customers and management to ensure that all expectations where being met in a professional manner within budget and with safety at the forefront.
• Constant customer interaction to ensure contracts ran smoothly with all projects completed on time and to customer expectations, with a strong emphasis on customer satisfaction and repeat business in a multimillion-dollar contract environment.
• A 24/7 attitude giving the customer comfort in the knowledge that all calls for assistance would be met by a highly presentable, confident and professional individual who was there to solve their problems at a minutes’ notice.
• Full after sales support with constant contact to ensure that all customers received a quality service both on initial contact to full scope of contract to ensure continued customer satisfaction.
• Provided advice, guidance and direction to subordinate colleagues toward their professional development within their capabilities.

2006 – Nov 2006: Health & Safety / Quality Control Manager – Engineering Systems / Safety Systems, Contracted to Ministry of Defence (Global)

• Engineering Management Systems Auditor for the MOD, with responsibility for the auditing of management systems for multi-disciplined engineering work processes, logistics, competences, statuary legislation, military legislation, and Health & Safety legislation including documentation and physical inspection of all military bases worldwide.
• Audit of all Engineering, CMMS, Condition Monitoring, Equipment Strategies, Management Roles and Safety processes.
• Control and Management of a multiple skilled auditing team.
• The role required strong communication skills, with presentational and diplomacy skills to deliver what at times where disappointing results in a professional manner to senior management, thus enabling the organisations to move forward in a positive and professional manner.
• Strong presentation skills where required to present change management to large audiences reluctant to change.
• Ability to interact with management at all levels to move the establishments forward within their own standards, ISO registration, and legislative safety requirements.
• Introduced improvement plans that where site specific but within the Engineering Business Plan and statuary and regulatory requirements, encompassed in an Engineering Management System to ISO standards.

2005 – 2006: Health & Safety Manager Contracted to the MOD (Germany/Canada/Middle East)

• Health & Safety Manager chairing meetings, writing H&S management systems to OHSAS/HSG 65/14001/ISO 9001:2001standards, JSAs, Risk Assessments (ALARP / ALAP), Incident Reports, Training, Competencies, PTW, liaison with legislative authorities, report writing and safety surveys.
• Control and implementation of policy from implementation, evaluation and creation of new standards ensuring present and new standards where relevant and adhered to across multinational sites.
• Incident control and preparedness across multifunctional sites with both high and low risk environments.
• Safety control on all field activities in a mechanical environment from mobile bridge building, road construction, portable ferry crossings, industrial sites to main workshop repair and overall.
• Management control of HAZOPS to HAZIDS.
• Control of safety training and personnel development across all sites.
• Control of competency register and forward planning to ensure all competencies where current.
• Implementation of a forward-thinking safety culture with interaction and participation at the forefront to instil a proactive approach to all areas of the HSE environment.
• Full monitoring and auditing control across all areas of the HSE spectrum within a heavy industrial environment.
• Liaison with senior management to ensure that safety was at the forefront of the organizations objectives.

1992 – 2005: Maintenance Manager Global (British Forces)

• Control multi-skilled tradesmen in a maintenance environment in various countries from the Middle East to Africa.
• Implementation of annual improvement plans that where site specific ensuring strategic objectives were met covering a wide range of Plant and Equipment.
• Oversight of planning and scheduling to ensure minimum downtime for the customer coupled with maximum reliability.
• Management and development of expat and national employees covering countries from Africa to the Middle East creating a culture of respect which brought operational excellence across a high-performance environment thus ensuring critically assessed equipment was constantly available for stakeholders to maintain production targets and utilization.
• Installation of a culture of repair for reliability with full planning encompassing sustained availability against operational goals and financial flexibility.
• Safety control including audits, monitoring, risk assessments, lifting operations and equipment for field crews, JSA, training, inductions, method statements and all other associated tasks within a main workshop environment.
• Full CMMS management across a varied fleet ensuring data entry was compliant with the relevant project targets.
• Full Q & A responsibility and implementation within a high-performance environment.
• 3000 pieces of associated equipment from heavy plant equipment, boats, generators, articulated vehicles, tracked vehicles and earth moving equipment, which required a methodical approach coupled with a flexible attitude to ensure all tasks where completed on target and within budget.
• Forward planning to ensure workshop and personnel arrived in country on time and with the correct equipment to ensure the customer was supported always with a quality product, at minimal cost with safety at the forefront.
• Established inspection, modification and maintenance strategies to ensure minimal downtime for equipment and personnel.
• Controlled all logistical procurement and stock control measures to ensure stock levels and availability of spare parts maintained the fleet to the relevant availability targets.
• Liaison between all sub-contractors ensuring all works was carried out to the correct specification and within budget.

1989 – 1992 Sales Executive: (UK South West Corridor- Construction Equipment).

• Full business development covering existing clients and generation of new clients.
• Pro active within an entrepreneurial environment ensuring high performance and flexibility within a high-end target driven industry.
• Corporate presentations.
• Client liaison with major customers to ensure customer satisfaction and emphasis on client recommendations as a means of increasing the business spread across a varied product line.
• Collection of revenue from new and existing customers within the company’s timeframes thus reducing reliance on accruals.
• Customer complaints focusing on resolving all complaints to ensure repeat business and recommendations.
• Creation of business opportunities in alternative markets.

1983 – 1989 Mechanic (Middle East & Africa)

• Mechanic / Foreman working on HME and SME equipment from Africa to the Middle East.
o Cat.
o Atlas.
o Volvo.
o Terex.
o Cummins Engines.
o JCB.

HE, SHEQ Manager, QHSE Manager, HSE, Regional Health and Safety Manager/Director, Regional Heath and Compliance Manager/Director, DGSA, Dangerous Goods Safety Advisers, LOTOTO (Lock-Out – Tag-Out – Try-Out), Energy Isolation, ADR, European Agreement Concerning the International Carriage of Dangerous Goods by Road, Trans Frontier Shipments (TFS), Transportable Pressure Equipment Directive (TPED), WAMITAB, NEBOSH, Institution of Occupational Safety and Health (IOSH) and

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