Joy is a senior asset management and rail delivery leader with 23+ years of experience across infrastructure advisory, operations, maintenance, and major program delivery. Joy brings a unique blend of strategy, delivery, and operational readiness, with deep expertise in integrating the needs of rail infrastructure projects with day-to-day network operations and maintenance. Known for building high-performing teams and working across government, operator, and contractor environments, she consistently delivers complex programs on time and on budget, meeting high safety and quality standards.
Joy’s hands-on approach, combined with her strategic advisory skills, makes her ideally suited to lead the Fleet Operations & Maintenance (FOM) workstream through the definition, procurement, mobilisation, and readiness phases.
Joy led an independent options assessment for the Port of Melbourne to address recurrent train detection failures at Appleton Dock Sidings, combining desktop analysis, site inspection and engagement with rail maintainer & operator. The assessment identified multiple concurrent failure modes and informed a phased, value-for-money remediation strategy prioritising infrastructure renewal before technology replacement. Deliverables included an executive-ready report and PowerPoint presentation to support informed decision-making.
Led the design of a ‘P3M Lite’ project management toolkit to streamline governance, scope/risk templates and closeout processes for Tier 1 & Tier 2 Projects. Conducted process stakeholder interviews to identify bottlenecks; facilitated a pilot program and provided a suite of training artefacts to embed the new toolkit.
Delivered communications and operational technology scope for Integrated Alliance Team (IAT) on Perth's new elevated Armadale Railway Line. Coordinated integration across multiple alliances, oversaw testing and commissioning activities, produced quality documentation through iTWOcx, ensured readiness and supported entry into service.
Built and led a team of 40 people to deliver the Major Periodic Maintenance (MPM) program the MPM budget was in excess of $200 million per annum.
The team was responsible for program governance, comprehensive reporting, and proactive management of budgets and variations. Asset planning therefore determining what works were done and when. Development of the agreed scope, conduct early investigations (i.e, feature surveys, geotechnical survey, hydrology survey, service locating, signalling & spoil assessments), development of a detailed design to IFC, obtain all of the required permits and procure long lead-time items so the project was execution ready, thereby minimising downstream risks.
Joy also oversaw RFP development and evaluation for major works packages, negotiating scope, tenderer briefings, and contract awards to secure delivery partners.
Managed a team of 10 project managers and engineers leading the development phase for V/Line’s Asset Lifecycle Planning team. Coordinated site investigations, environmental/heritage permits, design development and procurement of long lead items, ensuring IFC design readiness for execution and developed detailed project briefs to ensure delivery readiness.
Led identification and removal of level crossings on the V/Line network, enhancing safety and reducing operational and capital costs. Coordinated stakeholder relations and integration with V/Line operations, minimising disruptions and enabling on‑time project completion.
Orchestrated the end-to-end implementation of two public timetable changes across V/Line’s network, enabling the operationalisation of major projects.
Provided key support and advice to the Senior Maintenance Manager and team. Guided strategic initiatives, oversaw implementation of critical projects, managed the $26M annual budget, and ensured optimal resource utilisation and timely issue resolution, contributing to network reliability and safety.
Led a rapid renewal program of 25 level crossings on ARTC’s network, minimising disruption to rail operations. Delivered critical renewals within a tight timeframe through efficient planning, stakeholder coordination and resource management.
Oversaw audits and regulatory compliance, ensuring adherence to standards and timely resolution of non‑conformances. Enhanced safety and operational efficiency and fostered a culture of continuous improvement.
Led maintenance of more than 600 km of track on ARTC’s interstate standard gauge corridor, managing routine, corrective and capital maintenance programs and overseeing a dispersed team of 21 direct and indirect reports. Managed annual maintenance and capital budgets over $6M; implemented asset condition monitoring, emergency response coordination and performance reporting; introduced tools for defect capture and risk management, improving corridor performance and reducing incidents.
Coordinated minor projects and capital works for signalling across Victoria’s interstate corridor, focusing on whole-of-life management. Managed an annual budget of approximately $600k, developed implementation plans, procured new works, and negotiated with suppliers and subcontractors. Oversaw procurement and functional testing (e.g., Level Crossing Remote Monitoring) to ensure safe, reliable operations.