Andy Dobson Email & Phone Number

Fareham Hampshire

• Overall Programmes responsibility for the Delivery of a new Air Traffic Management System for the UK. A programme in excess of £700M over 6 years to be delivered whilst maintaining the existing operational service. Key.
• Creation of an Integrated Planning Schedule for the Programme
• Developed a System Integration Framework to deliver the programme
• Completed Project Definition for a number of the key ATM systems
• Let contracts in excess of £50M of initial implementation work with key suppliers

Fareham

• SESAR (Single European Sky ATM Research) is a European Commission initiative to harmonise the Research and Development activities in the Air Traffic Industry across Europe.Overall responsibility for the NATS SESAR.
• Leading the SESAR department through a change management process as their work scope now involved collaboration with many European partners as opposed to developing R & D in isolation.
• Responsible for managing and delivering numerous successful NATS’ bids for R & D work, worth in excess of €75M. Including brokering a work share agreement with all the Air Navigation Service Providers involved in SESAR.
• A number of the initiatives developed have now been deployed into NATS operation including Time Based Separation (TBS) at Heathrow.
• Overall responsibility for NATS’ contractual Commitments to the SJU.

Fareham

• Reporting to the Programmes Director, responsible for all new projects relating to the operational infrastructure over the UK. Leading a team of 25 projects staff, with over 30 engineers. Achievements include:
• Delivery of 5 new radar systems to time and cost as part of £100M Radar Replacement Programme.
• Responsible for the introduction of a new Voice Communications System. This is the most Safety Critical System in Air Traffic Management.
• Implementation of a NATS wide Communication network (DaVinci) providing connectivity across all NATS sites for all NATS services.

Preston And Charleroi

• Projects and Bids Director, (based in Belgium for 2 years), reporting to the Vice President and responsible for all projects and tenders for both internal and external customers for traction equipment for the European.
• Developed long term customer relationships by entering into framework contracts with key customers.
• Implemented standardised processes for all bids, reducing variance between tendered costs and project actual costs by 3%.
• Successfully closed a factory in the UK of over 500 employees, with minimal impact to customer’s deliveries, transferring projects overseas.

Preston, United Kingdom

• Reporting to the Managing Director, responsible for over 40 traction drive projects worldwide, total value over 500M€. Key member of the board of Directors and in charge of a team of 15 project managers of several.
• Changed the project management culture and process to be more cash orientated.
• Developed key customer relationships, resulting in 3 follow on orders worth 50M€.
• Headed a company wide change programme, which developed many project management initiatives to improve and standardise the processes.

Preston, United Kingdom

• Head of a 100M€ traction project for the WCML Pendolino Tilting train for Virgin Rail. Fully responsible for the project’s quality, profit and delivery targets, managing a team of 20 people on a daily basis.
• Improved the project margin by focusing on cost savings at the start of the design process, without impacting product reliability.
• Delivered product in line with the customer’s requirements.

Leicester, United Kingdom

Initially employed as an Engineer, I was promoted to Project Manager, managing several projects and subsequently to Group Manager where I had full responsibility and accountability for a business group, producing equipment mainly for Naval applications.