HunterNet's new CEO Ivan Waterfield sees many opportunities for the region's manufacturing sector.
Where were you raised and what influenced your career?
I was raised on a council estate in Derby in England. My initial career was influenced by my parents and older friends who were doing apprenticeships.
Why did you opt to get a trade (as a tool fitter)?
In my generation, it was a common path to take. I truly value what I learnt as an apprentice, not just the trade skills but life skills as well.
What was your path into executive roles, and in what industries?
After I did my trade, I had frustrations with what I saw as not the best leadership, so I put my hand up to be a supervisor and then a manager for Bombardier in Derby. I also sat down with my manager and HR and put together a plan to gain some additional academic skills as well as those required in my Managerial roles. This culminated in a Masters Degree in Advanced Manufacturing Management.
What led you to Australia?
I left the UK in 1996 and was fortunate to join Alstom and was based in Hong Kong as their operations manager (OM). I could have remained in Hong Kong, but Alstom had just been awarded the first privatisation contract in Victoria, so I moved to Australia in 2000 and set up in Ballarat as the OM but with facilities in Melbourne as well. In 2004 I came to NSW and Newcastle to join UGL as the general manager (GM) for their Broadmeadow facility and also acted as the project director for the OSCar (train fleet) contract. I then joined Downer as GM in Cardiff and then WesTrac as GM for their engineering and manufacturing business. In 2016 I started to work via my own consultancy and joined 2XM Projects to help them set up in NSW and WA.
How did you become involved with HunterNet?
When I joined UGL in 2004 I was introduced to the HunterNet team. I was very keen to play an active part.
You are chairman HunterNet Group Training Company. How did the pandemic affect it?
The HNGTC had some challenging times in the years prior to Covid and as such we were always reviewing our strategy and looking at opportunities and we treated the situation during Covid in the same way. There was the opportunity to utilise the Job Keeper program that significantly helped our employees and the host companies. This gave us the ability to stabilise and retain the relationship with those host companies and our employees. As the Hunter started the climb out of COVID we worked with our host companies to ensure when they were ready to employ additional apprentices and trainees, we had candidates who were "job ready" and as such we weathered the storm pretty well.
You've recently been appointed CEO of HunterNet. What will be your first priorities?
First key thing for me will be to meet the team individually and understand from them what are their views on the way forward. I am keen to meet and greet our members and stakeholders so getting out and about will be high on the list.
What effect has the pandemic had on Hunter manufacturing?
I think it's too early to say and we need to let things settle and then look at the status. This area has shown its resilience in the past so I am confident we will move forward with renewed energy.
Where do you believe green shoots lie for industry?
I think we will see more focus being placed on the renewable sector. I think the region will also start to see growth in the defence area and HunterNet has been playing its part in promoting this. Traditional and advanced manufacturing will I think also start to step up.
I think the region will also start to see growth in the defence area.
Ivan Waterfield
Trade relations with China are fraught. How hard has that been on our manufacturers and how can navigate it?
This has been creeping up for a while and manufacturers have always been looking at other areas of focus and this will become even more important as time goes by, but we should also look optimistically at relations returning to a better state.
You have a consultancy in your home of Lake Macquarie and in Sydney. What are your services?
I provide high level operations, project, manufacturing, engineering and business Improvement. I am keen to utilise what I have learnt to assist our members in whatever way I can.
What goals would you like to achieve at HunterNet?
My priority will be to build on the amazing work that has already been done. I want to ensure we are fully connected to our members and stakeholders and listen to what they have to say. We must be a voice for them, and I am keen to develop a "Plan on a Page" strategy with the team so we can understand how we take HunterNet from its current state to a future state that meets all the ambitions and vision of all involved.
What is the best career advice you have received?
The best advice I have ever received came early in my career and was delivered by what was at the time a very autocratic manager (in the 80s that style was common!). It was, no matter how much you drive yourself and the team always treat people with courtesy, dignity and respect and they will always follow you. Linked to this was the phrase that when things are not going well, and they don't pan out as you hoped to, be positively disappointed.
And the schedule (please remember those FB posts as there is no morning digi coverage):
