Hedley Norrish

Work History

Work History
2008 - Present

Managing Director

KLG Systel, Asia Pacific

Scope of role :

Reporting directly to the group CEO this role required the implementation of the regional office, including legal and financial infrastructure.Key initiatives to build awareness of new products and solutions developed by the company in a previously untapped market with power utilities and large consumers of electricity.

Establish strong distribution partners in each country, re-selling KLG’s Demand Side Management solution, Connect Gaia, in the region to generate early revenues and cash flow.Another primary responsibility was to identify possible JV or acquisition targets in the region to gain early traction into the regional market, thus generating the need to build a team, in the medium term, to support all business activities. Initially managed a team of professionals in Delhi for execution of pre sales, sales, consultancy and project implementation on regional projects.Highlights

  • Established a partner network of 10 distribution partners in the region
  • Built a pipeline of over US$3,000,000 in the first 8 months
  • Secured 5 pilot implementations with 8 more in the pipeline to be secured in the next 3 months
  • Identified 3 possible JV or acquisition targets for the region currently under review
  • Secured revenues in excess of expectation in the first year of operation
2003 - 2008

Industry Principal Asia Pacific and Japan


Scope of role :

Responsible for all business development and supporting sales activities within the region for Utilities Industry including the assessment of market data and SAP solution strategies to align business drivers with the market requirements.Defining the regional marketing and sales plan based on country organisation and partner network was also an important requirement.

Participation in regional and global seminars, conferences and marketing events, delivering the SAP presentations to varied audiences with thought leadership content and principals.

Ensured SAP field and Partner organisations are fully enabled and trained to deliver industry specific positioning, further, to ensure successful roll out of strategic sales and marketing plans, the recruitment, engagement, enablement and direct support for partners was paramount.

Management of a diverse vertical team of professionals ranging from Pre sales, Sales, Marketing and consulting to ensure successful closure of deals and delivery of solutions.Highlights

  • Successfully rolled in and rolled out the SAP Best Practices, EAM for Utilities solution.
  • Instrumental in the overachievement in sales targets, for year 2004 – 2005 of more than 70%
  • Instrumental in closing 3 significant EAM centric contracts in 2004 – 2005 and directly involved in the winning of 2 deals that would otherwise had been lost.
  • Instrumental in the overachievement in sales targets, for year 2005 – 2006 of more than 45%
  • Instrumental in the overachievement in sales targets, for year 2006 – 2007 of more than 38%
  • Upon leaving the company half way through the year, SAP Utilities delivered once again over budget without my support for half a year, demonstrating the effective enablement of all sales teams and partners which was my primary role.
  • Gained an excellent reputation with peers and more importantly with Utility customer senior executives
Apr 2002 - Nov 2004

Director Business Development - Asia Pacific

Siemens Power Generation (IT Solutions)

Scope of role :

Responsible for all business development and sales activities within the region. Main focus to develop key relationships with existing customers and prospective clients. Develop new and existing partnerships with associates and appropriate 3rd parties. Use consultative methods for identifying the customers requirements to ensure accurate proposals and successful implementations. Manage sales and marketing team locally and by using resources from Germany, UK and America to ensure high level of quality service to the customers.


  • Successfully rolled out a go to market strategy to build awareness of the Siemens IT solutions in an untapped market.

·Using strategic and direct sales methodology, built a pipe-line from zero to well over EURO18,000,000 in less than 2 years.

·Secured 2 large projects in Philippines and in Vietnam worth EURO 1,200,000 in total.

·Built a network of strategic partnerships with Online Systems, OSI Soft, SAP and others.

Sep 1996 - Jan 2000

Senior Opperations and Maintenance Consultant

Mincom Pty Ltd

Scope of role :

Prime responsibility was to manage the implementation of enterprise asset management and resource planning systems (EAM-ERP) to upgrade operations and maintenance performance, either as stand-alone assignments or as part of large, high profile consultancy projects. Also provided consultancy to improve maintenance and operations activities, with a view to increase efficiency and availability, whilst reducing manpower utilising best practice procedures and methodologies.Acted as team leader for groups of talented on-site consultants and technologists. In addition, supported business development activities by conducting tender appraisals and planning studies, solutions mapping and delivering presentations.

Highlights :

·Hong Kong Mass Transit Rail Company : Invited to assist in a difficult project where my skills and capabilities were identified as being able to rectify some specific issues. Analysed the problem and presented an action plan identifying specific resource requirements; designed, built and implemented a new operations and maintenance process based on a 6-year cycle; despite pressure to deliver significant success as this was a major element in a much larger contract, the outcome was a success.

·Anaconda Western Australia : the biggest nickel refinery in the Southern Hemisphere at 1500 hectares: Delivered the entire MIMS 4.1 suite 3 months ahead of schedule. Reducing manpower costs by the equivalent of 7 Consultants and generated AU$250k additional profit

·Philippine Geothermal : Invited on the project to improve the implementation process of this MIMS 4.3 project embracing maintenance, financials, supply and payroll : Work closely with the senior management team to understand project issues and corporate objectives, applying my experience in power generation and IT implementation developed a aggressive project roll out plan to align the solution capabilities to the customers goals.Gained acceptance of my action plan by all parties and met the original deadline for completion despite finding a 3-month backlog on arrival.

·Caterpillar Australia : I championed the installation and implementation of MIMS 4.1 in the Queenslanddealerships; this system ran equipment maintenance and service planning, parts procurement and warehouse management for the company’s large mining contracts

·Western Power Australia : instrumental in securing this AU$6m project : involved in tender evaluation,solutions mapping, proposal design and presentations to senior product evaluation executives

Aug 1993 - Sep 1996

Senior Maintenance and Opperations Engineer

YTL Power

Scope of role :

Invited by the Managing Director, former senior manager for Siemens construction and commissioning at Killingholme Power Station in the United Kingdom, to contribute my operational experience to the start up of an independent power producer in Malaysia, operating two combined cycle gas turbine plants.

Siemens were 51% shareholder of YTL Power services, who operated and maintained the two power plants on behalf of the owner, YTL Power.Main responsibility of recruiting and training the local technical staff on this brand new technology.Further, to implement all operational, safety, maintenance procedures and strategies to ensure efficient high performance of both power stations.This included the management of the IT implementation project, directing the roll out of Reliability Centred Maintenance program and contributing to the quality assurance implementation.

On an operational basis, main focus of managing the communication between YTL Power and the national utility TNB, this was for scheduling and reporting generation activities and ensuring the company met obligations under the Power Purchase Agreement.This also included the management of the Fuel Purchase Agreement between YTL Power and Petronas, the national gas utility.

Finally, managing the plant shutdown activities, from engaging the OEM, Siemens, and external contractors, to managing work schedules, maintenance schedules, plant isolation and safety requirements through to completion of the shutdown.High emphasis was given to early completion to maximise revenue potential through additional generation capability.

Highlights :

·Set up the company’s operational, maintenance and safety policies & systems

·Managed the successful implementation of the Siemens plant management system (CMMS)

·Recruited local and expatriate staff; prepared and delivered training modules; supported staff skills development leading to their official certification by the local regulators

·Established modes of communication with TNB and Petronas for managing the PPA and FPA.

·Established robust shutdown procedures and methodology reducing the major outage period from 42 days to a world record of 19 days (which still stands to this day) for this configuration of Siemens equipment

Apr 1990 - Jul 1993

Senior Operations and Maintenance Engineer

Powergen plc
1985 - 1992

Electrical Technician

ferrybridge power station


Jul 1988 - May 1992


Whitwood Tech

� Certification for Lead Auditor, ISO 9001/2 Quality Systems, Malaysia 1995� NVQ Level IV Electrical Plant Installation & Maintenance - Power Generation, UK 1992� Duke of Edinburgh Gold Award� Computer literate and competent in Word, Excel, Access, PowerPoint etc.� Health excellent� Full, clean UK and Singapore driving licence � Used to significant travel and client-based work around the region� Married with 2 children� British