Home' Future Building: The Australian Infrastructure Review : Volume 8 Number 1 Contents futurebuilding
Technology, transport and reform
out of projects. That’s a phenomenally happy problem to have.
For a government agency to have enough capital and political
support to actually get on with every project within a 2012 Long-
Term Master Plan is quite extraordinary. As a sidebar example,
we’re buying metro trains, suburban trains, intercity trains and
regional trains, all at the one time. We used to buy one train
type every decade, so it is quite breathtaking in terms of scale.
We need to refresh, and we need to do it now, because
everyone in this room wants to know about the F6 Extension,
Sydney Metro West and every other project we have after that.
People want to know how Western Sydney Airport will look,
and what road and rail links we’ll have around there. They will
demand it; the investment community, the professional services
community, the broader New South Wales community, and all
our customers will want to know about it and they’ll want to
know about it immediately.
What comes out of it will be beyond our capacity to deliver
in the short to medium term, but the prioritisation process at
Infrastructure NSW will tell us where government may invest
over the next five to 10 years, and that’s a good, proper process.
It’s good to be given the opportunity to think 40 years out.
The only thing we know is that some of it will be right, and some
of it won’t be. It will be digitised, so it will be updated far more
frequently, and that’s a credit to the people who have worked
on it. Future Transport is a prime example of how we’re doing
things very differently.
Jessika Loefstedt – Manager, Public Policy and Government Relations, Uber
Jessika Loefstedt is a the Head of Public Policy for Uber in Australia and New Zealand. Her experience spans the public and private sector, having worked in the
senior ranks of national government as well as the private sector. Prior to joining Uber, she worked for a number of transport and infrastructure ministers, both
at a state and federal level.
Tim Reardon – Secretary,Transport for New South Wales
Tim Reardon is the Secretary of Transport for New South Wales, the lead agency of the transport cluster, which employs over 25,000 people. The role covers
the planning and delivery of transport services and infrastructure, including trains, buses, roads and traffic, freight and ports, light rail and point-to-point services.
He is accountable for delivering the largest transport infrastructure pipeline in a generation, including $41.4 billion over the coming four years, and driving reform
to make the network better integrated, more customer-focused and efficient. Mr Reardon has over 25 years’ experience in the public and private sectors, here
Lisa Tobin – Group General Manager Technology, Transurban
Lisa Tobin joined Transurban in February 2013 as Group General Manager Technology, and has overall responsibility for the technology strategy.
Transurban manages and develops urban toll road networks in Australia and the United States. Technology plays a critical role in these operations and the
planned growth of Transurban.
The scope of technology at Transurban extends from the gantry to the back office systems, and controlling the safe operation of roads and tunnels. It is
responsible for defining and delivering the portfolio of projects needed to create organisational capability and change, and partners with the business to provide
insight and expertise to optimise Transurban’s investment in technology.
Prior to joining Transurban, Ms Tobin was at Australia Post, where she was responsible for technology strategy, development and services to support the national
retail division. Previously, Ms Tobin held a number of senior technology roles across the financial services industry, and focused on setting strategy and delivering
technology capability to bring new business models to market.
Craig Shortus – Head of Utilities and Infrastructure Australia, ANZ
Craig Shortus, Head of Utilities and Infrastructure Australia, ANZ, has been with ANZ for over 15 years and is responsible for the bank’s coverage of its utility and
infrastructure (both economic and social) customers in Australia. Mr Shortus heads a team of 11 executives who are represented in the state capitals. As head
of the coverage team, Mr Shortus is responsible for managing the bank’s overall relationship with its institutional customers, including funds and their inbound
investments into Australia.
As part of Mr Shortus’s career at ANZ, he has held other roles on the coverage business side, including spending two years with ANZ in Hong Kong managing
both key Asian infrastructure customer names, and was Chief Executive Officer of the Hong Kong branch.
Mr Shortus’s philosophy with his customers, and the team’s approach, is to engage and lead from a relationship contact point and be the customer’s advocate
across the bank and with key stakeholders.
Prior to joining ANZ, Mr Shortus spent 10 years with New South Wales Treasury Corporation, where he was responsible for managing the state’s large-scale
asset financing, and running the corporation’s Debt Capital Markets business.
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