Business Change and 3PM Training Authority (part-time)Developed new SRT Operational Model aligned to a bespoke Strategic Framework. Adopted well known change model to establish a known capability baseline (As Is) plus adoption of a lifecycle approach leading to immediate implementation of portfolio and risk/issue management. Currently developing a Competency Framework (to be linked to role profiles) plus TNA in support of new capability baseline (To Be) for forward-looking strategy.

Due to the failing health of my elderly mother, undertook a career break/redundancy package in order to help support her at home. Later found she’d developed early onset vascular dementia (no known cure and medication) and as a result is now resident in a local Nursing Home who thankfully provide the necessary nursing care and support she needs.

Accountable for all training solutions in support of a global community of over 41 countries to ensure performance excellence and cost effectiveness (P&L):• Redesigned and baselined all training, pioneering an innovative Training Framework (capability staircase with 4 axis of interrogation) for all core PM courses: o Introduced a new Training Framework recognised by Manchester University for its innovationo Harmonised all training to role profiles aligned with new management/leadership continuumo Recommended adoption of SQEP methodology to aid predictable delivery and to provide governance and operational assurance• Established annual 2-day Training Supplier Engagement Forum to communicate the Academy’s vision and strategy - increased employee engagement (You Said-We Did) through Trusted Supplier Partnerships • Digitised the Academy through an extensive RFP exercise - reduced 5 Training Suppliers to 1. Led the exercise for the down-select of 1 Global Training Provider saving over £200,000 in the first year • Introduced Virtual Instructor Led Training pre-lockdown allowing training course accessibility for +15 more countries – accrued further £100,000 savings• Partnered with Manchester University in the co-creation of a Sponsorship of Projects and Programmes course for current and future Senior Management Executives• Instructed the Academy to act as the ‘single source of truth’ for all PM Standards, placed under change and configuration management control, subject to audit for compliance• Led the introduction of Capability (P3M3) and Competency (3CAT) assessments to establish known qualified baselines - resulted in a Capability Improvement Programme to achieve required maturity levels plus a Competency Framework and ‘Manhattan Skylines’ for role profiles• Joined APMs Corporate Partnership Prog. to utilise their Competency Framework plus Talent Pools, Career Ladder and Readiness Reviews to combat problem of attraction and retention of PM practitioners.

Selected by BAEs Corporate Project Council (CPC) to embed a 3PM strategy needed to provide a global people capability and competency "design global - deliver local" though 3 Major Transformational programmes: 1. Redeveloped the PM Corporate Competency Framework for UK, USA, Saudi Arabia and Australia plus aligned each Business Unit to the relevant country professional and accreditation bodies o Redesigned and enhanced BAEs’ Project Management Developing You (PMDY) training, used as the lead-in for the APM’s Practitioner (APMP) course, from 5 individual courses (15 days) to 3 modules (10 days) based on a project lifecycle that mirrored exactly how project management was being undertaken within the business – saved over £330,000 in the first year2. Redesigned and optimised all PM Role Profiles (21) covering Project Delivery (7); Project Function (7) and Project Controls (7) to allow standardisation in global movement of PM resource and consistency of known performance role levels - redesigned each role profile to allowing an appropriate level of tailoring to be adoptedo Implemented a people capability model strategy utilising a SQEP (Suitably Qualified Experienced Personnel) model. Established and lead a monthly global People Capability Development Working Group, reporting upwards and in to the Corporate PM Council (CPMC), which included senior management executive representation from the UK, USA, Saudi Arabia and Australia.3. Redeveloped and transitioned the PM Library to an integrated global Learning Framework, including harmonisation with role profiles and alignment with Leadership programmes. o Influenced and helped manage the Leading Complex Projects, Programmes and Portfolios (LCP3) programme with Manchester University for nominated Senior Management Executives

Joined BAE Systems Submarines, with responsibility for training and development associated with a new Submarine-build change programme, through awareness (education and e-learning) and technical (educational and practitioner) training. Also responsible for training (New Ways of Working) to support new Submarine-build programme courses for over 600 people including performance metrics and reporting. Other duties included the training and development of a project community of 758 personnel (Exec and Non-Exec) within the business supporting 4 Major Programmes of Work. Designed a People Capability SQEP strategy underpinned by use of an in-house Learning Organisation concept and model, which included a Capability Staircase in order to seamlessly introduce SQEP levels for each grade/role - covered Technical, Behavioural and On the Job Training plus PM Graduates (x25) and PM Higher Apprentice Trainees (x58). In addition, was asked to act as an Academic SME supporting validation of the Masters Degree (MBA) programme, undertaken within Submarines, under patronage of Northumbria University. Other periphery work includes working in close collaboration with Sellafield (plus other nuclear industrial partners) as part of an initiative to establish a Centre of Nuclear Excellence (CoNE) within Cumbria, through provision of a joint Project Management capability.Also responsible for undertaking a number of Life Cycle Management Reviews (in role as the LCM Chairman) plus asked to undertake an important in-house investigation of a failed LCM project review, which had been highlighted by an Audit, plus produce a summary Report and findings coupled to a presentation to Board members.

Under patronage of the parent company Al Bawani (major Saudi construction company) held accountability within Al Asila for 4 Major Programmes of Work covering: Aviation Technologies (£90m), VR and Media (£55m), IT Network & Comms (£20M) and Security & Defence (£15M). Held responsibility for core business programmes heavily focused on construction solutions including follow-on Operation and Maintenance (O+M) and if needed the Transfer of Technology and Training.• Asked to improve the P&L of Al Asila by the MD over a 2-year period - created a viable growth strategy based on current (As Is) and future (To Be) capability development. • Transitioned growth strategy to a business model, and coupled to an in-house transformational change programme needed for Go/No Go decision – identified budget, timeframe and resource requirements, capability and competencies needed.• Led the tender for £30M Bid Proposal major programme of work for a stand-alone Air Navigation Service (ANS) in Jeddah, partnering with DFS and KPMG both based in Germany• Regularly attended a monthly 1 day Al Bawani Portfolio Review Board, to review current and future construction related programmes and projects for introduction, progression, hold or cancelation• Created and established a PMO, designed to operate within a matrix-based organisation, which also reached out to cater for satellite on-site resource based in Riyadh, Jeddah and Dhahran• Developed an in-house PM Leadership Development programme namely Nasha’a (Arabic: ‘to Emerge’) for nominated Senior Executives and later harmonised with PMO practitioner training as appropriate.Also developed a Strategy and Business Development Plan based upon establishing a Performance Based Organisation embracing capability development and insertion of Project Mgmt, Eng Mgmt and Supply Chain/Logistics Functions - transitioned the concept, strategy and business development plan to the new Al Asila General Manager (Nov'14) for review and implementation.

Specifically asked by the Project Mgmt. Function (PMF) to join the HR Department to establish and embed project management discipline within the HR Function. Provided an Operational and Strategic Framework for HR and support documentation plus implemented appropriate project management training (foundation and practitioner) to embed the new PM ways of working. The training was well received and was then asked by the HR Vice President if I would look at their failing ‘Mustakbal’ Executive Leadership Programme, which I managed to redesign and develop with help from Emerge, a specialised leadership training company located in the UK, who I also asked to deliver the 12 month programme that contained 9 Modules, aligned to the Saudi business, with specific focus being placed upon each of the Saudi delegates who had been carefully selected for advancement through the prestigious programme.

Responsible for implementing Change Management within the Salam Export aircraft programme. Implemented change capability through Policy, People, Processes and Methodology to provide governance (flow-down) and operational assurance (compliance) with the corporate Operational Framework as one of the Mandates had the instruction to implement a Project Change Control Process. Later produced the Salam Operating Model and then carefully mapped the change control process to it whilst also implementing a 3 tiered hierarchical reporting structure for changes:• L1: Project - dealt with locally – mostly low impact in nature• L2: Prog - dealt with at a Programme Change Review - medium impact needing Prog. Director sign off• L3: Change Control Board (CCB) – high impact dealt with between BAES, the RAF and the RSAF - affecting Aircraft Design and/or Contract needing tripartite sign off from senior Board members presentAfter the CCBs I spent a lot of time in RSAF HQ with the Senior Officers and their Advisors resolving problems (and TRACE Letters) whilst also promoting a number of aircraft enhancements and upgrades for Typhoon from the UK that they could capitalise upon within their aircraft fleet and which could be implemented during one of the aircraft’s regular servicing periods to save cost.

Initially responsible for the transfer of technology and later for a number of Off-Aircraft projects (ground based support equipment and services etc.) under patronage of the Tornado Sustainment Programme (TSP) as part of the overall Al Yamaha Programme - later to become Saudi British Defence Cooperation Programme (SBDCP). Joined TSP with responsibility for the Tornado Electronic Warfare System (TEWS) project - a mini Air Warfare Centre (AWC) located at Riyadh Air Base - responsible for managing MASS Operative Consultants who were employed as subject matter experts to commission and establish an AWC plus train and support the RSAF base operators in its use for 6 months thereafter. I also spent an equal amount of time supporting the Aircrew Training Device Simulators (ATDs), as part of an upgrade project at Dhahran Air Base. I reported upwards to both RSAF Base Commanders and his team providing weekly and monthly performance reports. Also responsible for sub-contract management of various Off-Aircraft equipment suppliers, who often needed help resolving challenging customer-facing problems.

Joined IKIP team with responsibility for the transfer of technology from the UK (Hawk, Tornado & Typhoon Aircraft) into Kingdom. Responsible as part of the In Kingdom Industrial Participation Programme for the development of Economic Offset Companies (EOCs) through the transfer of technology of aerospace defence (OEM) capability from UK and Europe into the Kingdom of Saudi Arabia upon successful completion of Supplier Approval for any given aerospace defence capability.I held PM Functional sig- off authority for Project Phase Reviews plus I had delegated Engineering Functional sign-off authority for Design Reviews. I progressively improved the IKIP process of Site Acceptance Testing (SAT) including Supplier Approval status of a number of carefully selected Economic Offset Companies (EOCs) in Kingdom to further enhance BAE Systems investment in its Saudi business portfolio. At the request of the Riyadh Airbase Commander, I was asked by my MD to produce a Unified Programme Progress Report (UPPR) that would integrate all of BAE Systems current and future IKIP projects subject to the transfer of technology and offset requirements into Kingdom. The UPPR was well received by the Base Commander who then made a request for me to train and coach his own IKIP (RSAF) team alongside managing the overall UK-KSA Industrialisation Programme, as this would help him demonstrate support to the Kingdom’s 2030 Vision embracing Saudisation.

Promoted to In-Country Manager resident in Doha and immediately had to undertake an important Piranha LAV Firing Trial to prove the integrity of the Piranha 90mm LAV to the QEG in compliance with its design and technical specification. Post the successful proof firing trial, I then introduced a number of tactical and operational training improvements for the QEG coupled to the acquisition of various computer and laser-based turret firing simulators for refresh training of the vehicle operators and its crew to maximise their operational readiness in light of any threat scenarios. In addition, I was also asked to expand our BAe footprint with the Doha Aircraft Training College, and project managed the transfer of a redundant BAe Strike Master aircraft (sourced in the UK) plus all support equipment, aircrew documentation and technical publications to help the college undertake aircraft maintenance training in order to provide skilled maintenance personnel to support Qatar Airways.British Aerospace (BAe) – Piranha 90mm Light Armoured Vehicles (LAV) Programme 2003– 2004Engineering Manager, Doha, QatarResponsible for the delivery of x40 Piranha Light Armoured Vehicles (LAVs) to the Qatar Emiri Guard (QEG) through build, commissioning and Factory Acceptance Testing (FAT) at GKN Telford. I spent 12 months in residence at the GKN site and was asked to host 2 QEG Officers who had been told by their Commander to witness Factory Acceptance Testing (FAT) before acceptance and delivery. Each Piranha vehicle was valued at £2M and after the shipping of 2 vehicles every month I then flew out to Doha to undertake in-country Acceptance before Final Handover and payment with the Base Commander in his office. Before leaving GKN, I had to ensure that each vehicle, and support equipment, was fully compliant with the contractual delivery terms and conditions as the in-country BAe milestone attracted a £4M payment.

An invite was received from the President of Kazakhstan for an Integrated Air Defence System (IADS) for which BAe would act as the Prime Contractor. As Engineering Manager, I was asked to support the Bid Capture which entailed x28 AR327 inland radars and x24 Coastal Radars for the Caspian and Aral Sea regions and spent 6 months in Almaty. The IADS programme had three major projects within: Supply of Inland and Coastal Radars¹, Build and Refurbishment of various Command and Control Centres² and Pilot (Hawk aircraft) Training³. My role was to capture all the technical requirements within each of the 3 major projects, identify all the interfaces and any long lead time items and then co-write the technical Statement of Work (SOW). After 6 months I was asked to undertake the role of the Bid Capture Manager, who had fallen ill, with full responsibility for the Integrated Programme Team (IPT) of 54 people embedded within the 3 major projects. I later delivered the proposal to a group of Senior Government Ministers in Almaty having made sure that the proposal was translated from Russian back into English to ensure that the integrity of our brand, products and services wasn’t lost in translation.

Joined British Aerospace (now BAE Systems) and undertook a number of roles ranging from Team Leader in Aircraft Electronics test and equipment build, Tornado Modifications Engineer UK and Export to Project Engineer involved with the delivery and In-Kingdom receipt of 48 Tornado Interdictor Strike (IDS) aircraft under the first Al Yamamah (AY I) contract with Royal Saudi Air Force (RSAF).

Commenced early part of career in rail and traction industry working in Preston on simulation test for traction electrical and Electro-Motive Units (EMUs) covering a number of UK (Docklands Light Rail and London Underground Prototype) and International contracts (Victoria Rail Australia, Hong Kong Mass Transit, Seoul Rail system etc.). Asked to move to Manchester division before being posted to Dublin, Ireland to successfully recover slippage to commissioning programme for 40 Dublin Area Rapid Transit (DART) trains - thyristor controlled technology. Later approached by British Aerospace to undertake Team Leader role in Aircraft Electronics test and equipment build.