Stephen Hay

Drove accountability, fostering transparency, and ensuring on-time delivery through strategic planning and rigorous
execution. Demonstrated by the success in delivering recovery schedules and consistently achieving project commitments.

Championed Project Governance through the strict disciplines of Change Management, requiring concise reporting and risk
and opportunity identification, driving measurable mitigations, supporting data driven decisions.

TRX Project, Retail Asset
• Accountable for the Design, Procurement, Construction, Commissioning and Tenancy Management of the TRX
Retail asset.
• Accountable for resource planning and management, people skilling and development and retention.
• Accountable for cost planning development, construction Trade Cost management, and P&S planning and delivery.
• Drove the planning effort in the production of the detailed Design, procurement, and Delivery schedule for the
project, delivering a 17, 000-activity plan, with the associated tools allowing concise monitoring of all elements
providing early identification of issues, and ensuring rectification processes were implemented.
• Managed the design team through Authorities approvals phases, taking personal accountability in the relationship
management, resulting in final approval of the Retal Mall built form.
• Took lead on the Apple change management and Authority approval process.
• Guided the Consultant and Delivery teams through the development of the Fire Authority Cause and Effect matrix,
culminating in Retail Mall Certificate of Compliance and Completion (CCC)
• Drove procurement in the achievement of significant cost savings, providing appropriate provisions for change,
whilst providing surety in delivery costs.
• Provided leadership through significant project challenges such as covid and the subsequent border closures
impaction workforce availability.
• Developed innovative efficient work force retention strategies following covid challenges including providing
complementary Wi-Fi to workers during breaks, basic health checks to workforce following qualifying period etc.
• Implemented discipline and risk management procedures with demonstrated performance on promise in areas of
schedule and cost forecasting.
• Managed a team of 200 construction professionals in the delivery of the Retail Asset, achieving safety/quality KPIs.
• Lead the safety and quality culture on the project, leading to the achievement of the highest National annual
industry safety award twice during delivery.
• Achieved Retail Mall trading as scheduled, and within the Commercial Investment Proposal values.
• Achieved Commercial close agreements between Client and Major Trade Contractors within final forecasts.

• Strategically oversaw, monitored, and managed various efforts, including final technical lease negotiations, Citi
stakeholder consultation and management, planning approvals, and procurement/delivery of works.
• Accountable for the communication and alignment of the 44 business unit user groups, including managing the
costings and stacking between front and back office.
• Skilfully implemented and drove process improvement initiatives along with cost reduction strategies to exceed key
performance metrics. Guided team in drafting improvement plans and managing the operational details of the
project.
• Developed the detailed client decision plan, providing time for division committee briefings and rework.
• Drove procurement effort, including management of the detailed client approval process, ensuring elements were
available to meet the installation schedule.
• Delivered the required data white space, including managing the Regulator changes during delivery requiring a
significant increase in space and service.
• Managed all aspects of planning, tracking, analysis, quarterly and annual reporting, and revenue recognition using
sound business acumen. Ensured objectives of the integration were accomplished within prescribed timeframe.
• Supported a team in bringing change to the organisation through move management efforts and relocation of some
3500 pax for all the associated infrastructure and technologies.

Senior Royal Adelaide Hospital, 800 beds, 40 Theatres, Robotic / Nuclear medicine facilities, AUD 2.2b
• Accountable for the procurement and onboarding of the structure Trade Contractors
• Documented successful results to achieve time, cost, and quality outcomes with tenacity and due diligence.
• Built a cohesive team spirit throughout the company by designing a program that recognised competing
management objectives, created common goals, and provided measurement incentives.
• Achieved completion of the structure elements in line with planning metrics

New Embassy, 28, 000m2, Staff accommodation, blast resistant facilities USD$ 250m
• Efficiently delivered a project of $250m, including 32 luxury apartments, 300m2 head of mission residence, and
28, 000m2 of commercial space to meet Australian standards through International Consultants.
• Executed a joint operation agreement with Indonesian Contractor partner, with a specific focus on pre planning
and construction activities to accomplish the works according to Australian safety requirements and within the
agreed schedule.
• Directed and coached the team on responding to construction challenges, developing a suite of tools to monitor
the works, reviewing progress, and setting/re-setting actions during the project.
• Contributed in development of processes, tools, and metrics to improve the execution and overall customer
satisfaction.

• Established systems and procedures to facilitate the business unit in attaining greater market share with a more
sustainable business position.
• Spearheaded a bid team and secured 10 level Telstra fit out in Adelaide while gathering a client focused delivery
team to progress and schedule the works.
• Oversaw and verified spatial assumptions in the available envelope by creating a decant plan in response to the
change management outcomes for the client business.
• Identified and provided overflow accommodation to fulfil project requirements and manage authorities through
unique occupation requirements of the project.

Accountable for the whole project lifecycle
Demolition of existing asset, design, procurement, delivery, finalization, handover, final commercial closeout.

1) John Holland had an existing project in Qld, I took lead on a business development opportunity, NEST had land in Adelaide, I agreed a Lump Sum for the works, negotiated Award, managed demolition approvals, Building Approvals, and final certification
2) I negotiated novation of design consultants, cost managed the D&C to BP approval stage.
3) Lead procurement of all Trades, including passing the D&C risk to the Trade Contractors
4) Managed Client expectations through the final shop draw and selection phase to secure the delivery opportunities
5) Took lead on logistics management, neighbour management, site planning and setup, public protection.
6) Delivered without incident, strictly in accordance with the preplanning effort
7) Finalization, handover of 480 student rooms & kitchens
8) Supported day 1 opening, student arrivals, final defects closeout during the opening period
9) Commercial close HC and Trade Contracts

Accountable for the design and delivery of the technology, operations, customer service and maintenance buildings

1) lead the final detailed design and procurement of the building elements, structure, façade, whitespace, MEP
2) Conceived an innovative single drop facade solution, providing certainty in delivery, time and cost savings, and mitigated facade leak risk, and resolved cantilevered design challenges
3) Took lead with community liaison Mgr. to support relocation of final residents
4) Lead the preplanning and sequencing effort, demolition and site clearing
5) Accountable for the scope development, tendering and Award of the building trade elements.
6) Delivered the works as planned, providing separation for the civil effort
7) Delivered the whitespace and associated MEP, achieved the design 99.98% up time requirement
8) Accountable for the finalization and certification of the buildings and whitespace, certifications by the commissioning agent, and handover defect free.
9) Managed commercial close with all Trade Contractors

Deployed when structure complete, accountable for completion, handover and commercial close.

1) Project distressed, time and cost overruns, poor moral, bad contractor performance, union issues.
2) Took moral and relationship repair as first priority, did not commit to resolve, rather committed to listen
3) Resolved union issues through discussion, released greater working hours to support production
4) Realigned sequence of finishes installation, reduced contractor visits per appt, resulting in better productivity, better profitability
5) Drove improvements in quality, demonstrating improvement on profitability due less re-work
6) Achieved completion later that contract, within 'buyers contract Window", mitigating Developer exposure, negotiated eliminating construction penalties
7) Leveraged delay damages to better commercial close out
8) Achieved finalization, certification, and progressive apartment handover defect free

Accountable for final detailed design, procurement and delivery of the project

1) Participated in the Lump Sum bid
2) Developed the delivery strategy, lead Trade Contractor procurement
3) Developed structure delivery strategy alternate, full decision of the package to improve commercial position
4) Developed formwork strategy, engaged specialist vendor to fabricate and deliver
5) Drove achievement of 4 day cycles on the slabs, and 5 day cycles on the core system
6) Instigated significant prefabricated MEP riser solutions, mitigating the time impact of the structure works
7) Achieved best in class roof top plantroom installing performance with detailed day by day scheduling and monitoring
8) Achieved project completion as planned.

Accountable for the delivery of the works

1) Lead planning and sequencing effort
2) Lead Contractor Snr Management weekly meetings
3) Drove daily site walk and monitoring culture
4) Delivered revised contraction participation, changing wall and ceiling details leading to a reduction in Trade Contractor visits per zone, raising productivity
5) Lead recycling initiative on taxiway replacement

6) Lead project finalization and operational readiness, using fire zone strategy and independent certification
7) Drove defect closeout through tracking and setting / monitoring / achieving targets