Through his various past and present corporate roles, Peter has personally provided services to many different organisations which have included from time to time:
Infrastructure Australia, TfNSW, Department of Infrastructure and Transport, DMR/RTA, Public Works, State and Regional Development, NSW Department of Planning (and its earlier variants); Department of Transport NSW and South Australia; Maritime Services Board, Sydney Ports Corporation; Hunter Ports Corporation, Port Kembla Ports Corporation, State Rail Authority, Rail Infrastructure Corporation, Rail Services Australia, RailCorp, Sydney Water, Commonwealth Department of Transport and Regional Services; ARTC; Federal Airports Corporation, Department of Aviation; Sydney Airport Corporation; Queensland Rail; Department of Infrastructure, Victoria; Olympic Coordination Authority; Tasmanian Department of Infrastructure, Energy and Resources; South Australian Department of Transport; South Australian Department of Harbours and Marine; Coffs Harbour City Council; Transfield; Thiess Contractors; Concrete Constructions, Leighton Contractors, Barclay Mowlem; ABB; Baulderstone Hornibrook; Lend Lease; TranzRail & KiwiRail; Auckland Regional Council; Wellington Regional Council; CSR; MIM (now Xstrata);Waratah Coal; Riversdale Mining; Gallipoli Mining; Rio Tinto; Land Transport Safety Authority of New Zealand; Plenary Group; Macquarie Bank; Commonwealth Bank; National Bank; Adtranz, ABB, Bombardier, PwC, EY and others.

Favourite Advisory Assignments

From hundreds of assignments, some of Peter’s favourite advisory assignments include:

Sydney Region Aviation Capacity Study 2010/2013 Project Director for direction of a multidisciplinary study for the Commonwealth Department of Infrastructure and Transport to examine suitable sites for Maximum (Two parallel runways) and Type 3 airports (single runway) airports within five specified localities in and around Sydney (in association with AMPC P/L). This work also included, inter alia, studies on: a multidisciplinary study to examine the options for and engineering and environmental issues associated with a dual 4000m runways, full international scale airport catering for 70 MAP at Wilton, NSW; A “North-South” 01/19 runway at Richmond RAAF Airbase; Identification of Greenfield airport sites in 18 separate localities in and around the Sydney region; Assessment of Richmond RAAF Airbase 10/28 runway; Assessing 12 existing airports in the Sydney Region. (with WorleyParsons/AMPC)

Outcome: This work was part of the foundation which allowed the Government to confidently announce that Badgerys Creek was the best site for another major airport in Sydney.

2004 Review of Engineering Standards and Services Division, RIC NSW. Peter was personally invited to undertake this review by RailCorp senior management. The review addressed the structure of the Division and its staffing. Benchmarking key dimensions of the Division against a set of international railways was required to assess whether the Division’s staffing was appropriate to its tasks. This review was updated on two subsequent occasions. (with TMG International)

Outcome: His key recommendations on restructuring of the Division, on uplifting the status of their top engineers and reinstatement of the title Chief Engineer were accepted by the RailCorp Board. This Division was then accepted into the newly formed RailCorp.

East Coast Very High Speed Train – Phase 1 of the Scoping Study 2001, Peter was the Project Director and Lead Consultant of a team appointed by the Commonwealth Department of Transport and Regional Services to undertake a broad ranging study of the possibilities of a high speed train between Melbourne, Sydney and Brisbane involving considerations of regional development, the national interest, technology, international high speed rail systems; corridor and route selection; environment; systems, transit times, capital and operating costs, patronage, finance and economics.(with TMG International)

Outcome: This work helped Government form a view about the viability of high speed rail in the Australian context from a National Interest perspective.

Airport Rail Link, Sydney, 1996. Appointed as Independent Adviser, Peter directed a “value for money” assessment of this $650 million project as a part of a mediation between the NSW Government and the private sector promoters being conducted by Sir Laurence Street. Subsequently, on behalf of State Rail of NSW he directed a similar assessment of the final development agreement to determine whether the recommendations of the first report had been addressed and whether the final allocation of risk was fair.(with Arup)

Outcome: This assessment was critical to a decision to proceed to deliver the project via the involvement of the private sector rather than to deliver the project via traditional Governmental means.

Tangara Rolling Stock Contract. Peter was appointed by the Director Capital Works as one of two Independent Advisers on a committee formed by State Rail of NSW to oversee a contract closeout review of this $1 billion contract.(with Arup)

Outcome: His participation and advice assisted the committee to advise the Client on how to reach a settlement with the contractor.

Glebe Island Bridge, Sydney. Peter was the Project Director and Lead Consultant for a value management review of the proposed Glebe Island Bridge, a 346 m cabled stayed bridge over Sydney Harbour for the Chief Bridge Engineer, RTA of NSW.(with Arup)

Outcome: Peter’s work showed that the bridge as planned and as ultimately built was the most rational solution to the problem.

Federal Highway, Stirling Avenue to Sutton, NSW. Peter was the Project Director and Lead Consultant for a corridor evaluation and selection study for a 10 km section of the Federal Highway requiring major public consultation, environmental assessment and preparation of an Environmental Impact Statement. This project started in the face of considerable public hostility to the RTA’s proposals. (with Arup)

Outcome: Under his leadership, Peter’s team developed and proved up a solution which the community found acceptable and endorsed thereby minimising public objection to the project. The project was built to the design that Peter’s team developed.

O’Sullivan Beach Small Boat Harbour, S.A. 1979-80 Peter was the Project Manager for a site location, social, environmental and engineering planning study for a small boat harbour and launching facility on the south coast of Adelaide, including EIS; this project was unique in that the client was prepared to receive advice that no suitable site could be found, as there had been many previous and failed attempts to find a site.(with Macdonald Wagner)

Outcome: Peter was instrumental in devising the evaluation methods and finding the solution which was acceptable to the public, to the government and which was implemented.