➢ ➢

➢ Turning Around Skanska with Technological Solutions ➢At the outset of taking up this role, I began repositioning Skanska Instrastructure Services from a siloed Highways Maintenance business made up of distinct contracts, to an industry leading integrated Infrastructure Service provider through the roll-out of a standardised works order management system. This included liaising extensively with stakeholders and board members, influencing policy direction and ensuring support for the business change strategy. I ran IT operations to ensure a smooth divestment of this £300m business from Skanska to M Group Services which completed successfully on 01 May 2021

➢ Returning Faithful + Gould to Profitability with One Year ➢In this Business Management role I revitalised the Indian market business which was significantly underperforming. I identified and ejected the services causing drain, drew back from sub standard market areas and focused growth in significant areas of potential, returning the business to profit within one year with a 60% increase in revenue. To futureproof the organisation I increased FTE and mentored new staff, including a specifically selected leadership team, to carry the business forward. A strategic focus was established with 10% growth targeted for 2019 and 70% of the workload already locked in, providing stability and incentive to perform.

➢ Leading a Major Change and Transformation Project In India and Beyond ➢In this key post in my career I transformed the Atkins India Design Centre from an underperforming section of the business to a Centre for Excellence within four years, doubling the revenue while delivering 24% margins with only a 50% increase in personnel. I delivered extensive impact in the restructure through the targeted hiring of key leadership talent and the generous investment in the professional development of existing staff, leading to an increase in capacity per head of 30%. Not shying away from the performance management of underperforming individuals, I also redirected staff where necessary to ensure the quality of the centre.Seeking to look beyond the local and national markets, I coached, mentored and inspired the Atkins India team to expand their reach, extending the client base into Europe, the Middle East, APAC and North America.As part of the innovative digital strategy I implemented a new Digital business line which introduced modern agile practices into the previously extremely traditional business environment, enabling substantial change and increased efficiencies in a previously reluctant and rigid setting. I also devised, developed and implemented the first Robotic Process Automation solution for the construction industry, typically saving 90% of the man-hours required on any given task.➢ Developing Innovative Ideas for Global Application ➢As the Global Chair of the Deliver Work Steering Group I built and advocated for the first end-to-end design delivery process to become the central element of Atkins’ Global Business Transformation Strategy. I also led the innovative introduction of Atkins’ first globally focused “Digital Delivery” team, to boost productivity within targeted remits and automate time-intensive tasks across the company.

➢ Providing Strategic Leadership for Business Development ➢As the Business Development Director I drove the expansion of Atkins China into Atkins Asia Pacific through strategic acquisitions, organic growth and raising the profile of the company across SEA. I developed, implemented and promoted the ongoing business development strategy, focusing on consistent growth and diversification in the region, which stimulated and maintained growth at 10% per annum.With my excellent interpersonal skills, I gained a reputation as a bidding and contract negotiation ‘trouble-shooter’, having the ability to close key contracts and realign projects where talks had become challenging and customer relationships had developed difficulties.I initiated and applied the first operational alignment for Atkins APAC across businesses in Mainland China, Hong Kong, Malaysia, Singapore, Vietnam and Australia. I also ran the on-site engineering design teams consisting of approximately 100 FTE for two packages of the Hong-Kong to Guangzhou Express Rail Link, and the Hung Hom approach section of the Shatin-Central Link (currently under construction).

➢ Standardising and Streamlining Processes ➢Tasked with investigating and implementing efficiencies, I integrated the design teams for Atkins Middle East based in Qatar and Bahrain delivering duplicate services, which enabled the provision of high integrity and quality design services across Qatar, Bahrain, Kuwait and Saudi Arabia. I introduced standard processes to Atkins Middle East teams in Bahrain, Kuwait and Qatar, which enabled bidding, risk management & project delivery to be consistently measured, with key metrics managed, and pioneered the use of outsourcing and offshoring to reduce costs and keep within local FTE regulations. As part of this process I ensured complete integration of all teams throughout the organisation.

Specialist geotechnical designer and project manager engaged in projects across UK, Europe, Middle East and Far East. Projects encompassed Rail, Highways, Buildings and Utilities.

Engineer engaged in range of designs including major excavations, diaphragm walls and piling solutions for Hong Kong contractor.

Student Engineer working in the Foundations and Geotechnics team on a range of projects spanning from the Channel Tunnel to London Underground.

New highway construction for diverted route of A5 around local villages.