I've worked on several major projects while working for Atkins, including being the Atkins Director responsible for the ITER project, EDF's Head of Response to the Japanese Earthquake Program - which was a fleet wide program implemented to enhance safety of the UK's operational nuclear power stations, and managed the integration of major acquisitions.

Director of Project Management accountable for effective project delivery across Magnox South and responsible for the review and endorsement of the majority of projects management plans, schedules and estimates in support of the Magnox South sites Lifetime Plans (decommissioning plans) prior to submission to the NDA. I was ran a small team of experienced PM's and commercial experts who helped projects that were failing and helped the PM's develop and implement recovery plans as well as working with project managers to develop projects and provide ongoing support, coaching and mentoring as required. As part of the role I also reviewed and endorsed most projects contracting strategies and carried out independent review of major projects tender assessment reports and recommendations prior to seeking approval from the board. Overall involved with the review and approval of project delivery changes to baseline for all projects within Magnox SouthI was the Gate Review Manager for all major projects within Magnox South; and responsible for the Magnox South project governance process. Responsibilities also include being the Chair of the Corporate Project Governance Board and the Chair of the Corporate Risk and Opportunities Board.I provided functional management of project managers, site engineers and project controls engineers throughout the business and implemented a APM based competency assessment process aimed at determining the competence level of project managers and site engineers within Magnox South to support the development of project delivery staff within the business. As part of this role I had oversight of resource management of project Management roles across the business. I implemented a project management peer group within the business through which we developed the company project management strategy, policy and standards. I was also responsible for the management of the company wide project knowledge management systems.

Programme Manager NDA Magnox SouthFollowing the change from site based contracts to a single contract for the whole of Magnox South, became responsible for all major projects within Magnox South, the NDA's programme of project surveillance reviews within Magnox South, the Validation and Sanction of projects, and the general oversight of the Magnox Decommissioning Strategies Organisation, Hinkley Point A and Magnox South HQ. Site Programme Manager Hinkley Point A. Responsible for the multidisciplinary team that performs oversight and contract management for the Hinkley Point A site in accordance with procedures and processes established by the NDA. Oversight management of safety, health and environmental performance of the NDA team and the site contractors at Hinkley Point A, but in full deference to the regulators role of ES&H regulation. Oversight management of the development of Hinkley Point A Life Cycle Base Line, site Near Term Work Plans and development and execution of portions of NDA Annual and Strategic Plans for work at Hinkley Point A. Oversight management of Hinkley Point A Performance Based Incentives (PBI's) including development, negotiation, agreement, performance oversight, validation and fee payment. Lead for NDA in the local region with all aspects of the NDA's business including regulatory relationship, regional communications and strategy, engagement with regional stakeholders and technology issue management. Lead for the NDA in local Stakeholder engagement with respect to the independent Site Stakeholder Group (SSG) and SSG Chair. Also responsible for the oversight management of the development of Strategic Development and Magnox South Ltd Life Cycle Base Line, site Near Term Work Plans and development. Oversight management of the Strategic Development and Magnox South Performance Based Incentives (PBI's) including development, negotiation, agreement, performance oversight, validation and fee payment.

Responsible for a programme of 4 interrelated projects – The design and development of a replacement new nuclear Facility. Estimated outturn £800m. Nationally significant project. Highly complex.The production of the Periodic Safety Review (LC15 Submission) for the existing facilities. Outturn cost £4m. Internationally significant project. Highly complex.The production of a new safety case for the existing facilities. Estimated outturn cost £2m. Nationally significant project. Regulatory driven.The refurbishment of the existing Facilities. Estimated outturn £40m. Nationally significant project. Complex logistics and complex interfaces.