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Alan Fanton

Banksia Beach, Queensland, Australia

I believe that the right people are the most important asset to any business. It is essential that the mentor and mentee are passionate about their work and want to achieve project and business objectives.

Teamwork and discipline are a necessary ingredient to achieving success, it is essential that the team leader supports team members in both work and personal related matters where possible to establish a strong bond and trust. I want to pass on my 40+ years of experience in the project management field to help less experienced project managers learn on the job and improve their skills.  It is important to understand that the project is implemented to enhance the overall business and this should not be underestimated.

I can help in this area and highlight the benefits of changes that may be necessary during execution understanding the potential effects on schedule and budget and if it is beneficial to proceed with a change or maintain the approved execution methodology.


6 Sessions for $ 2000
12 Sessions for $ 3500

Electrical Engineer
Engineering - Civil, Mechanical, Industrial & Mining
Mining & Metals

Education: Diploma in Electrical Engineering School of Mines South Australia Indentured Electrical Fitter South Australia - South Australian Harbours Board 1959

Languages: English, Knowledge of Nederlands and Spanish

Memberships: FIEA - Fellow - Institute of Energy Australia FAIM - Fellow - Australian Institute of Management FBIM - Former Fellow - British Institute of Management PMI - Former Member - Project Management Institute - USA AIPM - Member - Australian Institute of Project Management

Current Company: ProMan Services

Current Position: Independent Consultant | Project Director

Experience Description: A highly skilled and experienced Project Director having implemented multi disciplinary projects from concept, pre-feasibility, feasibility, design, construction, commissioning, operational readiness and handover worldwide. Alan has executed projects in Australia, Europe, North and South America, Canada, South Africa, Middle East and Far East. His strengths are in the leadership, guidance and motivation of project teams to meet or exceed project objectives in time, cost and specified quality. He has the ability to establish excellent working relationships with his client and skilled in managing demanding clients while committed to achieving the best result. Alan is experienced in setting up project teams to implement complicated multidisciplinary projects in the Engineer, Procure, Construct (EPC) and Engineer, Procure, Construction Manage (EPCM) execution models. He has a disciplined approach to managing large projects but insists on establishing a motivating and challenging environment within the project team to get the best results for his client. Alan has executed projects under Alliance, Partnering and Joint Venture arrangements to achieve the best possible outcomes. He has worked on the Owners, Contractors and Consultants side of the business, which has given him a well-rounded understanding of their various roles and responsibilities in a project environment. Alan believes it is essential to understand the clients business, operability, maintainability and transformation requirements as well as project objectives to provide the best overall result. A people person committed to achieving outstanding results through servicing and motivating people and providing the tools guidance and support necessary for them to do their jobs. Alan is a firm believer that people are our most important asset.

Contact Preferences:
Contact Telephone

Other Information:

I completed an Electrical Apprenticeship in South Australia and then went on to obtain a Diploma in Electrical Engineering at the School of Mines in South Australia. My main goal was to become a Project Manager in the Mining, Power Generation and Transmission, Oil and Gas and Infrastructure fields.

I spent 10 years in the electrical design engineering field in mining and process industries. After that I became a Project Manager in the mining and process industries on a world wide basis working for Crooks Michel Peacock and Stewart, Dravo Corporation, Kinnaird Hill De Rohan and Young, Fluor, Simons International, Stork Werkspoor, Anglo American, BMA, Worley Parsons and finally my own company of ProMan Services.

My field of expertise is the Project Management of Mega Projects from feasibility, detailed engineering, construction, commissioning and operations in the process engineering, mining, power generation, coal seam gas and Infrastructure.

What I can bring to a mentee is over 40 years experience in the management of international projects with the ability to pass on my experience to project managers in order to assist them in the execution of projects to meet project and business objectives.


A snapshot of my career is outlined below:

  • 48 years of experience in design supervision and project management of turnkey projects associated with coal seam gas, petrochemical, power generation, mining and process industries.
  • Thorough understanding of project issues as a contractor, consultant, and client on multi-disciplinary projects.
  • Experience includes coal seam gas, petrochemical, infrastructure facilities such as roads, railroads, transmission lines, power stations, townships, ports/ harbours, and water supplies associated with large mining projects.
  • Accomplished in the execution of international projects using international conditions of contract and major construction claims.
  • Experience in the engineering, procurement construction and commissioning of process plants in the mining and petrochemical industries.


Key Competencies:

  • Focused on Health, Safety, Environmental and Community Relations
  • Excellent Leadership and Mentoring Skills
  • A people person and motivator able to create a performing team
  • Demonstrated ability to bring projects in on time and within budget
  • Committed to achieving and/or bettering project goals and business objectives
  • Executed projects under a wide variety of project delivery models
  • Demonstrated ability to understand the technical side of any project
  • Very experienced in the environmental and permitting processes
  • Excellent working knowledge of International and local conditions of contract
  • Demonstrated ability to handle International contractual claims
  • Demonstrated ability in the Risk and Opportunity assessment of projects
  • Excellent understanding of Community Relations in project delivery
  • Ability to establish good working relationships with all project participants
  • Demonstrated ability to develop excellent project controls systems
  • Demonstrated ability to establish good working relationships with Government and Local bodies
  • Involving Operations and Maintenance in the design phase for operability and maintainability reviews and commitment to the design
  • Excellent understanding of operational readiness and its role in the design phase of projects, start-up, operations and maintenance
  • Good understanding of the Transformation process at project completion
  • Demonstrated ability in the commissioning and start-up of process plants


For more information about my experience – please refer to my LinkedIn profile – which includes the following experience:

PROMAN Services – Independent Project Management Consultant – (May 2000 to  Present)

  • January 2012 to Present ProMan Services: PM Mentoring Services
  • June 2011 to December 2011 Project Director for the Hancock Coal Alpha Project. Appointed to complete the BFS and enter into the FEED Study stage, set up the Owners Team to complete the work, however, lack of funding to complete the FEED in accordance with my approved strategy resulted in me discontinuing the assignment at the end of 2011. The project is a Pit to Port Coal Project estimated to cost +/-$13Billion.
  • June 2010 to May 2011 Project Director Eastern Star Gas setting up the project team for the coal seam gas Upstream, Midstream and Downstream 4MTPA LNG Plant. Prepared RFP’s and selected and managed the consultants for the Upstream and Downstream Feasibility and FEED Studies with an estimated project value of +/- $4.5Billion.
  • June 2009 to May 2010 Project Director and FEED Study Manager for the Santos Upstream Gladstone LNG Project managing the Foster wheeler Energy Reading UK office undertaking the FEED Study in competition with Fluor Australia. The estimated value of the project was +/- $5Billion. Involved in the proposal for an EPC execution methodology to the Santos board. The assignment was completed in May 2010.
  • March to May 2009 advising Westfarmers Curragh on their mine, materials handling and coal process plant expansion and preparing a project execution plan for the three major expansion projects.
  • November 2008 to February 2009 Mentoring the Worley Parsons Project Director on the Spinifex Ridge Molybdenum Project, estimated to cost $1.5 Billion. Project stopped due financing issues.
  • September to October 2008 advising BHP Billiton Boodarie Closure Project on the best way forward for demolishing the major structures for the DRI Plant. Called tenders from International Demolition contractors, analysed tenders and recommended the successful tenderer. The demolition was postponed by the Owner at that time.
  • January to August 2008 Consulting to Anglo Coal as a Mentor to their Project Director managing their Lake Lindsay Project valued at $900M, ccomprising an Alliance for $500M of the work and EPCM for the balance of $400M. Reviewing and recommending changes to the Alliance and Owners project team structure and necessary controls to execute the project. Progress was 40% design and 10% construction completion. Recommendations on Operational Readiness for the new project. Advising Anglo Coal China on a coal mining expansion project.
  • June to Dec 2007 Consulting to Petrosea/Calibre/Roberts and Schaefer JO (PCR&S JO) as Project Director for the Maruwai Coal Project in Indonesia for BHP Billiton approximate value US$900M. Unfortunately BHP Billiton decided to close the project down until permitting and royalty issues were resolved. Led the close out team to provide a complete close out report for the feasibility studies to date.
  • January 2005 to May 2007 Consulting to BMA as PM on the Hay Point Coal Terminal Expansion study as BMA Project/Study Manager providing advice and guidance to BMA’s EPCM Consultant Connell Hatch reviewing various expansion scenarios. Expansion estimated to cost +/- A$500 Million.
  • August to December 2004, Providing mentoring services to Worsley Alumina Pty Ltd for their Area Managers on the $250M, 3.5 MTPA Expansion Project with EPCM Consultant Worley Parsons. The role was to provide guidance and leadership to three Area Managers having responsibility for Redside, Whiteside and Infrastructure areas of the expansion each valued at $70M. The assignment was completed in April 2005.
  • April 2003 to July 2004, Assisting Ausenco International as Project Director designate for the Cerro Corona Copper/Gold project EPCM bid to Minera Gold Fields Peru SA. The process plant project is valued at US$90 million.
  • Project Director for the US$450M Rosia Montana Gold Project for Ausenco. Brought on board by the client Gabriel Resources to run the project for Ausenco on an EPCM basis. The project was closed down due to reasons beyond Ausenco’s control. Close out was completed in September 2005.
  • June 2002 to March 2003, Project Director for Downer Engineering implementing the limited notice to proceed phase for the Huntly 400MW Combined Cycle power Station in New Zealand. This is an EPC project in Joint Venture with Mitsubishi Corp. and valued at NZ$400M. This phase is commencement of detailed engineering and long lead procurement of major equipment items as well as HAZOP and FMECA studies to be completed. The final notice to proceed would be given once gas fuel contracts are negotiated. The contract was suspended for at least 6 to 9 months due delay in finalizing gas supplies; project close out report was completed for this phase.
  • April 2002 appointed as Project Director designate for Aker Kvaerner’s  bid to Goro Nickel for the Phase 2 Review of their US$2.4 Billion Nickel Project in New Caledonia. Led the bid team, set up the JV between AK, URS and Bouygues/Saipem and prepared an alternative submission along with the conforming bid.
  • September 2001 to March 2002, six-month assignment with Fluor Australia as Project Manager for the Aldoga Aluminium Smelter feasibility study and FEED package. The smelter reduction capacity of 564,000 tpa aluminium ingots with green mill, carbon bake facility, rodding shop, melting and ingot casting facility, materials handling, rail unloading and loading system, 275kV/132kV switchyard and rectiformers for three potlines. The estimated cost of the smelter was A$3.8 billion. The assignment was completed March 2002.
  • June to August 2001 appointed as GM Clough Engineering Limited Queensland in charge of Eastern Australia and the Pacific on EPC contracts to the value of A$100 million until they transferred one of their Directors to Queensland.
  • May to June 2001 consulting to the Barclay Mowlem, Clough JV as Project Director preparing BOO proposal for the Goro Nickel Project infrastructure facilities comprising Acid Plant, Lime Plant, Marine Facilities, Village and Construction Accommodation. Approximate value of facilities A$280 million. The project did not proceed.
  • March to June 2001 consulting to the Baulderstone Hornibrook Clough JV as Bid Manager preparing the bid for Australian Magnesium Corporation’s, Stanwell Magnesium Project, Electrolysis Plant. Approximate value of plant A$350 million. Negotiated the construction contract with the Main Contractor Leighton. The project was stopped due financing issues.
  • January to February 2001 consulting to Kvaerner Brisbane Australia and San Ramón USA on an EPCM proposal to Inco for the Goro Project in New Caledonia, nominated as Project Director.
  • May to December 2000 consulting to Engineering Matrix Canada on a part time basis on the set up of a project management web page to assist clients in setting up project teams to implement small to medium sized projects.

Canadian Highways International Construction – Project Director – (June 99 to April 2000)

Canadian Highways International Construction (CHIC) a joint venture company between Agra Inc., Armbro Construction and BFC all registered in Canada. My assignment was Project Director for the Cross Israel Highway Project a US$1.2 Billion Electronic Tolling and Traffic Management Highway 87 km in length from Barki in the South of Israel to Sorek in the North. This is a fixed price lump sum turnkey project and CHIC are in joint venture with Solel Boneh and Danya Cebus of Israel; the JV was called Derech Eretz Construction Joint Venture (DECJV). I had complete responsibility for the project and report to the Main Board of DECJV. Left the project in April 2000 due circumstances beyond my control.

Simons International – Vice President Projects – (April 97 to May 99)

Responsible for international mining projects. Project Manager for the Cajamarquilla zinc refinery expansion from 100k tpa to 120k tpa valued at US$40 million completed in May 98. Expansion to 240k tpa valued at US$311 million comprising roaster, acid plant by Lurgi, geothite leaching process by UME, cell house by AdZT with Simons responsible for overall EPCM. Leader of an independent engineering team auditing the US$450 million Minera Loma de Niquel Smelter Project in Venezuela for The Chase Manhatten Bank. Part of a National Bank Australia team reviewing the Clarksville Zinc Refinery expansion in Tennessee for financing purposes. Project Manager for Southern Peru Copper Torata River Diversion Project US$100 million.

Fluor Daniel USA – Senior Project Director – (1994 to March 97)

Responsible for lump sum turnkey proposal for Collawasi Coal overland conveyor and materials handling system, proposal for Kennecott Copper Concentrator and Smelter expansions. Project Director for Cerro Verde Heap leach project in Peru.

The project-comprised materials handling expansions, SX-EW modifications and upgrades, new SX plant, 3.5 km. overland conveyor, Tripper conveyor and leach pad conveying sytem, Leach pad and pond with piping and pumping system all valued at $240 million. Proposal Manager for Cajone Concentrator Expansion Southern Peru Limited. Project Director for Henderson 2000 U/G and Surface materials handling system valued at US$120 million. Appointed head of projects for Fluor Daniel US Operations in January 97

Fluor Engineers S.A. – Senior Project Manager – (1992 – 1994)

Responsible for the management of resources and systems necessary to perform engineering, procurement and construction service.  Includes responsibility for establishing and utilizing project estimates, schedules and cost reporting systems to control respective projects.

Responsible for Execution and Contracting plan for a R6 Billion Palabora underground copper mine expansion feasibility study.  Included 5 vertical shafts, underground cooling, surface concentrator, smelter and refinery.  Also responsible for operation and maintenance cost model.  Sodium Cyanide and ACN rail loading plant for Sasol Secunda valued at R25 million.  Proposal manager on various large mining projects.  Feasibility Studies for Huletts Aluminum and ISCOR Heavy Minerals Plant.  Proposal Manager for Ministeel Mill for Saldanha Steel. Transferred to USA Fluor Daniel HO.


Independent Consulting Engineer and Project Manager

SAPREF (Shell/BP Refinery Durban) (1992 1yr)

Head of Projects: Responsible for all multi-disciplinary projects for refinery expansions and upgrades up to R450 million.Control of staff of over 50 professionals and EPC contracts with Fluor, Badger, Foster Wheeler and LTA Process.  Objective to control day-to-day running of the department and implement project procedures and controls, std contracts and specs for EPC/EPCM contracts using outside sources.


General Manager: Responsible for the execution of multi-disciplinary projects in heavy electrical industry such as power stations, transmission lines and substations during the absence of the current incumbent while he was setting up a division in the UK. Turnover R150 Million per annum and staff of over 1,000 persons.  Two manufacturing plants:  one for HV outdoor switchgear to 275kV and the other for phase isolated aluminum busbar to 33kV.


Senior Project Manager: Various platinum mine expansions:

  • Atok Platinum Mine Expansion of process plant from 70,000 TPM to 100,000 TPM, ore and waste handling conveyor and storage system. Infrastructure comprising roads, township expansions, single quarters, hostels, recreation facilities, security barracks, mine buildings, and 1000m fully equipped decline with double drum hoist.  The value of the total project was R160 million at 1989 cost.
  • Frank No. 2 Shaft comprising one 1,100 metre deep ventilation shaft, one 1,100 metre man and material shaft 5.5M and 6.3M diameter respectively, 3MW ventilation plant, 7.5MW refrigeration plant for underground cooling, 1.5 MW men and material winder with associated headgear, mine offices, lamp room, change house and 2.8km access road. Also responsible for planning and monitoring underground development from 25 to 35 levels.  The project value was R80 million at 1987 cost.
  • 28MW refrigeration plant for the cooling of underground workings at Spud Shaft. This included all surface works and underground chilled water distribution with bulk air coolers and pelton wheel energy recovery turbine.  The value of this project was R30 million.
  • Feasibility study for Gencor refrigeration system for cooling underground workings at Impala Platinum Mine also preparation of contract documents, specifications, tender inquiries, adjudication’s and recommendations for 60MW of surface refrigeration plant.


Consulting Engineer: Advised on the reorganization of the gold mining division and project managed various turnkey projects and feasibility studies for surface and underground mine expansions.


Project Manager: Set up project management organization for three major shopping centers in Johannesburg, Durban and Cape Town.  All projects were based on a fast-track system of construction. Project Managed three main consultants and contractors executing the work.


Project Manager: Lupohlo-Ezulwini Hydroelectric Scheme involving World Bank, African Development Bank, European Investment Bank, Commonwealth Development Corporation and Kreditanstalt fur Wiederaufbau.  Responsible to lending banks and Chairman of SEB for the complete project comprising 60m high by 400m wide earthfill dam, spillway, intake and outlet structures, 5km low pressure tunnel, 150m deep surgechamber, 1km fully lined high pressure tunnel at one in seven, 200m penstock, 2 by 10MW Pelton Wheel turbines, power station building and outlet works, roadwork’s, road bridge, resettlement of large community from inundated area.  Environmental and health impact studies, dealing with various government ministries affected by the scheme.  Personnel involved consultant staff of 70, contractors’ staff of 104 expats and 860 locals.  Consultants were WLPU, M&M and Woodward Clyde.  Project value was US$60M at 1980 cost.


Consultant Engineer: Appointed, as Chief Engineer.

Coordination of sub-consultants for North Rankin ‘A’ offshore gas platform, HV, MV power distribution, power generation, instrumentation, drilling modules and accommodation modules. Continued in the role up to completion.

VMF GROUP HOLLAND (1975- 1979)

Project Director: Turnkey power generation projects with responsibility for financing, design, and joint venture erection contracts and final handover to client.  Projects in Saudi Arabia, Iran and UAE.  Overall value of projects was US$200 million at 1975 cost.

KINNAIRD, HILL, DEROHAN AND YOUNG  (June 1975 – November 1975)

Senior Consultant: Responsible for feasibility studies for AMAX Nickel Mine Forrestania and Mt. Mulgine Scheelite Deposits both with underground and open cut mines.  Proposals for a tidal power station study at Walcott Inlet for SECWA and Potash Plant Refurb for Texada Mines.


Senior Project Engineer: Expansions at Goldsworthy and Finucane Island totaling A$100 million.  Development of the Shay Gap mine, township, railroad and transmission line.  Mining Area ‘C’ Feasibility Study valued at A$800M at 1975 cost.

MERZ AND McLELLAN (1968 – 1970)

Senior Design Engineer: Responsible for electrical distribution and process control design, documentation for contract negotiation and supervision for Western Mining Corporation Nickel Concentrator Plant stages 1 & 2.


Project Electrical Engineer: Responsible for site supervision of major electrical/mechanical contractors for Hammersley Iron Pelletizing Plant.  Included three-month start-up and handover to Operations, site cost reporting and construction supervision. Involved in the CRRIA Pellet Plant, Robe River prior to commencement of construction.


Senior Electrical Engineer: Responsible for design and documentation of electrical distribution, control, and instrumentation for Hammersley Iron Pelletizing Plant in W.A. Transferred to Dravo Corp for the construction phase.  Worked in Adelaide and Melbourne offices on various industrial projects.


Started as trainee and finished as electrical engineer. Worked on Wheat Loading facility, Coal Handling Facility, Roll on Roll Off Berth, Scrap Metal Crane Ship-loading System.

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