Experience built in the decisions that matter.

Om led work across opportunity strategy, hybrid solution design, full tender support, technical-commercial evaluation, client engagement, equipment-contract negotiation and progression of the power purchase agreement. He also provided targeted site-based project-management support during implementation of the thermal station, solar PV and battery system. His role connected the client requirement, the generation architecture, the equipment packages and the commercial structure needed to make the project investable and deliverable.

Ramelius reports that the initial gas, solar and battery system was commissioned in 2025 without interrupting production, with further wind generation planned. Published project information identifies 14 MW of gas generation, 3 MW of diesel, 6.7 MWp of solar PV and an 8 MW / 10 MWh battery system.

The project reflects the decisions FD now helps clients navigate: defining an expandable power strategy, balancing reliability and decarbonisation, testing lifecycle value, structuring an IPP or PPA model and maintaining commercial tension through development and procurement.

Om also designed a further staged expansion currently planned for implementation in June 2027. The proposed configuration adds six 3.36 MW gas engines, a further 3 MW / 6 MWh battery system and 11 MW of solar PV. The design provides additional firm capacity, storage and renewable generation while retaining an integrated pathway for future operating requirements.

The 14 MW wind configuration is in implementation, with civil works complete and turbines in final production as at July 2026. The further expansion is a designed configuration planned for June 2027.

The work demonstrates more than concept design. It spans technology selection, package negotiation, factory interface, implementation awareness and forward capacity planning, experience that helps owners challenge whether a power solution is commercially sound, technically integrated and genuinely expandable.

Before leaving PWR Hybrid, Om led the power opportunity through solution development, equipment selection, pricing, tender preparation and commercial engagement, securing the preferred-supplier position and enabling early procurement of long-lead equipment. The selected thermal configuration comprised four 2.5 MW MTU 20V4000 generator sets and three 1.1 MW Cummins KTA50 diesel generator sets, providing 13.3 MW of installed generation.

Brightstar’s 21 May 2026 ASX announcement confirms that OCTA was selected as preferred supplier following a competitive tender and that long-lead power-station equipment and LNG supply had been secured. Brightstar declared final investment decision five days later, with the Goldfields Project moving into construction and first gold targeted for the June 2027 quarter.

The case demonstrates the commercial discipline required to turn a mine-power requirement into a competitive, executable offer: define a dependable configuration, select and price equipment, align fuel and generation, manage long-lead risk and progress the client toward a contract-ready solution.

Om’s contribution focused on the front end of project development: generation configuration, techno-economic modelling, capital and operating cost estimates, lifecycle analysis, commercial evaluation and tender preparation. He worked with engineering, commercial and business-development teams to translate client requirements into technically robust and commercially competitive proposals. His involvement varied by opportunity, and is presented as development and tender experience rather than later project delivery.

Zenith’s public project portfolio and company history identify all six operations. Published current designs include a 95.7 MW hybrid system at Kathleen Valley and an approximately 65 MW design at Mt Weld. Zenith also publishes major operating or contracted power systems at Jundee, Bellevue Gold, King of the Hills and Tanami; later construction and operational outcomes remain Zenith and project-team outcomes.

This experience is directly relevant to mining companies and investors comparing supply models, testing renewable penetration, reviewing power-provider proposals, challenging assumptions and selecting a solution that remains reliable and economically credible over the asset life.

Camila worked within the MELconnx delivery team, progressing from Senior Sustainability Advisor to Sustainability Lead. Her work supported Infrastructure Sustainability rating delivery, sustainability requirements, evidence and reporting, design-and-construction coordination and the translation of rating objectives into practical project actions. The Infrastructure Sustainability Council publicly acknowledges Camila as an Assessor and Senior Sustainability Advisor on the project.

The project achieved an As Built IS rating score of 80.9. The Infrastructure Sustainability Council reports a 33% reduction in operational and embodied carbon, a 28% reduction in water use and a 17% reduction in lifecycle material impacts against the project baselines. Ellenbrook and Ballajura stations also achieved 6 Star Green Star certification.

This experience is relevant wherever sustainability must survive programme pressure, commercial interfaces and evidence scrutiny. FD can help establish rating strategy, responsibility, governance, documentation and delivery pathways early enough to influence the project rather than audit it after decisions are fixed.

Camila’s experience spans Green Star strategy, documentation and certification support; passive-design and building-performance considerations; energy, water and materials initiatives; sustainability reporting; and coordination with clients, designers and delivery teams. It gives her both rating-system depth and a practical understanding of how sustainability decisions affect design, cost, programme and operation.

Individual project names and rating outcomes are intentionally not published here until client and naming permissions are confirmed.

This experience supports clients who need a workable Green Star or ESD pathway, an independent review of a proposed strategy, stronger tender requirements, delivery-ready documentation or help recovering a rating programme that has become disconnected from the project.