ABOUT AUSTRALIACAN

Upon leaving school in the 1960's, Tony joined his family's company, REGA. 

REGA was a brand synonymous with both "quality" and "country".in the Australian marketplace.

The business (and brand) was owned by Tony's family with grand father, Seth, being both designer and driving influence behind the company.

REGA agricultural sprayers, pumps and oil cans could be found in every farm, property and hardware store throughout Australia from the 1930's to the 70's. 

It had grown to become Australia's leading (and largest) agricultural spray equipment manufacturer.

Every Australian farmer knew the value of the REGA brand and most owned a brass "Mole's Patent" Sprayer and several of our wide range of oil cans and pumps. 

By the early 1980's Tony was partnering as Project Director with the Rieck Engineering Group in the Tourism Industry with the design and development of a $300m. Barrier Reef Island Resort.
Tony arranged only "world-class" design group members from architect Michael Dysart and golf-course designer Sevi Ballesteros to construction management from Concrete Constructions  
(CC - powerhouse builder of the 1970's and '80's).  

CC was well-known for the erection of Sydney's Centrepoint Tower and as Construction Manager of the billion dollar Parliament House in Canberra.
International participation, apart from golf maestro Sevi Ballesteros, was to be provided by Japanese construction giant Kumagai Gumi, who had partnered with Concrete Constructions on previous projects.  

The resort island venture was provided with lease-purchase funding and development guarantees by the Industrial Equity (IEL) Group. 

As part of the planning processes, Tony met with Queensland Premier Mike Ahern and Federal Treasurer Paul Keating as well as Federal Tourism Minister John Brown to discuss the various aspects of this ground-breaking tourism project. 

By the late 80's Tony and his partner, the Rieck Group, had begun a design, development and marketing exercise in Phase Change Chemicals involving both the ANU in Canberra (as technology partners) and Telstra (major client).

The technology was a heat-storage and release process (battery), specialising in products with temperatures ranging from 5 degrees to 45 degrees C. 

Products developed by the partners were successfully marketed overseas. 

By the 90's Tony was designing & developing marketing and sales consulting strategies for the emerging deregulated electricity markets in Australia, while his family members arranged the expansion-finance for Essential Utilities Corp.(EUC).  

EUC quickly became the leading Australian corporate consultant for electricity purchasing agreements in the newly opened deregulated energy markets, particularly in Victoria & NSW.
The company managed more than 30% of NSW's early-tier power purchasing contracts and eventually pioneered ten-year  "Power Purchasing Agreements" in the competitive marketplace.
Fifteen percent of  "the Global 100" and forty five percent of  
"Australia's Top 100" companies became clients of EUC in Australia.
Without peer in these competitive markets, EUC negotiated contract prices  below $25 Mwh. for the largest of its clients. 

By 2000 Tony had taken the free market "know-how" to USA, where deregulated electricity markets were beginning to open. 

Tony later collaborated with Dallas Management Consultant Paul Springer from 2005 to 2006 in the reconfiguration of the Eastern US electricity transmission Networks to allow for a High Speed Rail network. 

Similar planning & principles to the reconfiguration of the American Electricity Networks have been investigated by Tony, since 2008, and AustraliaCan, from 2014, in order to incorporate these ideas  in their High-Speed-Rail and Cities Design & Development Project through four Australian States.