David Collett
State Director - Victoria and South Australia
BG&E
David is a Civil Engineer with over 36 years’ experience delivering innovative solutions in the consulting and construction industries.
In a varied career he has held lead roles on light and heavy rail, building and industrial structures, highways, urban development, water and maritime projects. This diverse experience has equipped him with the skills to provide effective leadership of engineering projects across a broad range of technical areas.
His varied career has afforded him substantial exposure to engineering infrastructure works across multiple disciplines, ranging from renewable energy and rail projects to building and industrial structures, highways, urban developments, and water and maritime projects. Notable examples include the Ballarat Line Upgrade Alliance, Tullamarine-Calder Interchange Alliance, Dublin Light Rail Project in Ireland, Saigon Premier Container Terminal Project in Vietnam, Aurora Recycled Water Plant in Melbourne, and the Royalla Solar Farm near Canberra. Some of these projects were in distress when David took over their leadership, with his efforts righting the ship and ultimately delivering successful outcomes.
David joined BG&E in August of 2024 and as State Director is responsible for BG&E’s business activities across Victoria and South Australia.
SESSIONS
Day 1
2:00
Role Play Scenarios
Scenario 1: Building Psychological Safety and Empowering Teams to Speak Up
A junior team member has privately raised concerns about a colleague’s toxic behaviour, but they fear speaking up due to potential backlash. At the same time, you’ve noticed a culture of silence, where workers hesitate to report safety issues, voice challenges, or provide feedback.
Michelle Nation, General Manager Health, Safety, Environment & Quality, Seymour Whyte
Scenario 2: Mediating a Conflict between Key Stakeholders
A significant conflict arises between two senior stakeholders, where one is advocating for aggressive project timelines, and the other insists on stringent safety protocols, resulting in a standstill.
Allyson Woodford, GM Engineering and Planning, APA Group
Scenario 3: Leading through a Major Budget Cut
A sudden budget cut threatens the completion of a high-profile project; you must adjust the scope and resources while maintaining team morale and stakeholder confidence.
Sandra Nilsen, General Manager - Design and Engineering, BESIX Watpac
Scenario 4: Leading through a Project Crisis
The primary contractor on a critical infrastructure project unexpectedly goes bankrupt, causing delays and leaving the project at risk of failure, requiring you to rally the team and manage the fallout.
David Collett, State Director - Victoria and South Australia, BG&E