Brian Armer Email & Phone Number

Preston, England, Gb

Preston, England, Gb

Warrington, England, United Kingdom

Responsible for the delivery of a portfolio of complex projects to EDF Energy, covering a broad technical range from engineering maintenance and obsolescence upgrades, through to reactor protection equipment and bespoke engineering solutions for nuclear legacy problems. • Successfully merged three separate project teams, taking the experience and learning from all areas, and established a standard method of implementation and reporting. • Implemented ‘Back to Basics’ training to improve alignment with standard project processes. • Led financial recovery of a key project portfolio, and established a process and metrics to prevent recurrence.• Developed key relationships with internal support functions to improve the understanding and support for all projects. • Led the introduction of Kaizen methodology in the project environment, developing a learning culture, and empowering team members to resolve more of their own issues. • Improved working relationship with the key customer. By developing a better understanding of their requirements and priorities, we were able to provide a more robust programme to satisfy their business objectives.

Preston, United Kingdom

Responsible for implementation of contracted business and the successful development of new project opportunities. Worked collaboratively across all aspects of the wider business to realise the benefits, and ensure the correct requirements for new opportunities. Key achievements in this role;• Recovery of a delayed £70m project. Through stakeholder engagement, aligning Operations, Design, Technical and Legal, I was able to develop a clear vision, highlight the key risks and gain full support against a challenging schedule. Subsequent Capital funding was released to ensure critical path installation could be achieved. • Implemented Work Week Management outage planning. The project required a series of full and partial facility outages for installation and trails. The WWM process provided a robust system for each outage and clear visualisation for all involved. This allowed the operational Business Plan to align with the Capital plan. Through this collaboration, further business opportunities were identified by aligning maintenance and statutory inspections during the outage. • Created and implemented a robust system for the development of new business opportunities. It was important that this aligned with existing governance requirements, but also closed gaps for work which wasn’t ‘business as usual’ - ensuring sufficient levels of capital funding, resourcing, and also considering site license requirements and the impact of multiple bids. The system was successfully implemented with the result that new business opportunities were able to be approved on an accelerated timescale, due to a more robust business cases being developed. Another benefit was the ability to identify and stop any non-attractive business opportunities earlier in the governance process, reducing the amount of abortive work.

Preston, United Kingdom

Reporting to the Springfields Site Managing Director, I was accountable for the safe and efficient operation of the Uranium Recovery value stream. Leading a team of 120 employees, I was responsible for;• Receipt, storage and movement of all nuclear material arriving on site• Recovery of Uranic residues to allow recycling back to nuclear fuel• Wash, repair and disposal of Uranium hexafluoride transport cylindersAs chair of the Management Safety Committee under the Nuclear Site Licence, I was also responsible for the safety cases for these operations.I also led a productivity improvement programme for the area. Working with an external consultant, we implemented Value Steam Mapping, Rough Cut Capacity Planning, and Labour Utilisation models. Our initial improvements realised a 10% reduction labour, an average of 10 & 20% increased productivity, with some product lines demonstrating over 25% improvement.

Preston, United Kingdom

Reporting to the Head of Projects & Decommissioning, this was a new role created to develop and implement the transformation programme required to deliver new business lines on the site. Initially I led a small team and collaborated with the existing Operations, Projects and Decommissioning teams to generate one overarching Programme aligned to the Site vision. As the role developed, I also took responsibility for the delivery of Capital Projects and Project Controls (60 project managers, planners, engineers, and craftsmen). During this role I achieved;• Commercial, Operations and Capital alignment, one overall Programme (£50m) • Monthly reports and clear milestone reporting that became part of the day-to-day business • Education and development for all the team on Benefits Realisation• Completion and handover of a new Powder Packing Line (£5m)• Modification, and Qualification for a new Fuel variant (£2m)• Handover of a Metal Sort and Segregation facility (£1.5m)• Completion of a Powder Unpacking Unit (£1.5m) • Completion of a new building to enable the rationalisation of site engineeringThese programmes were developed in conjunction with Westinghouse sites in USA, Sweden and Italy, requiring me work with a global team across a range of different cultures.

Lancashire, England, United Kingdom

Reporting to the Site Commercial Director, I led a £50m investment programme to underpin the long-term growth and profitability of the business. The programme included investment for new nuclear fuel types to supporting AP1000 reactor bids, and R+D projects to reduce manufacturing costs and improve fuel performance. During this role, I• Completed the development, manufacture and qualification of a new fuel coating for customer in-reactor trials (£1.5m)• Led the design and development of a new Powder Packing line for a customer in Asia, and the purchase and approval of the international transport packages (£20m)• Was the commercial lead for the successful transfer of technology to a customer in Asia, ensuring the relevant control of IP, and gain-share of any customer development (£2m)

Lancashire, England, United Kingdom

Led the successful programme for the qualification, manufacturing and delivery of PWR (Pressurised Water Reactor) fuel from Springfields (£7m). Managed development activities across Westinghouse teams in the USA, Sweden and Spain to implement best practice, comply with French regulations and gain customer approval. I was responsible for delivering the full programme from securing initial funding through to the manufacture and delivery of the first five fuel assemblies. Highlights;• Leading from the initial concept, and building a team of over 50 personnel working on this programme • Building strong relationships with the other Westinghouse sites• Approval of the Programme from the French customer• Approval of the completion of the first 5 Fuel Assemblies• (Ongoing flawless performance in reactor, many succesfull subsequent deliveries)

Lancashire, England, United Kingdom

Led a cross-functional team to identify £20M site cost saving opportunities as part of the NDA (Nuclear Decommissioning Authority) initiative. Initially categorising all site costs into direct and indirect costs, implementing projects to transfer costs from indirect to direct, and identifying opportunities to reduce operational costs. I was also the Springfields member of a team that developed a new NDA shared service organisation across all UK Nuclear Sites. Responsible for identifying the potential value to Springfields of implementing the shared services model.

Lancashire, England, United Kingdom

Led cross-functional teams to deliver the Springfields Lifetime Plan under the site M+O Contract with the Nuclear Decommissioning Authority. This detailed every activity required to complete contracted business, and return the site to greenfield. I also represented Springfields as part of a stakeholder group working with government agencies to develop a process to generate a ‘Robust Baseline’ for the whole UK Nuclear Liability (~£70bn), satisfying the requirements of a Public Service Agreement.

Lancashire, England, United Kingdom

Leading a team of 120 staff, I was responsible for Site Works Engineering, and the safe and efficient delivery of all Springfields site utilities, including management of the site Combined Heat and Power Plant (CHP).Site Works Engineering encompassed a variety of functions, from metal fabrication workshops to mobile plant and crane operations, requiring compliance with a wide range of regulations. Highlights included;• Accreditation for the repair of nuclear transport cylinders• I successfully developed and delivered significant transformation projects within the department to reduce headcount by 30% while still maintaining good employee relationships and agreed service levels across the siteWorking with energy purchasing consultants, I was responsible for securing our gas requirements within budget on an 18month rolling contract. During this role I also identified and worked with external consultants, to establish;• Efficiency opportunities with our generation and distribution • Efficiency opportunities available with new technologies• Opportunities available to change behaviour and reduce consumption

Lancashire, England, United Kingdom

Commissioning Engineer, HVAC Engineer, Services Engineering Manager, Nominated Engineer (Pressure Systems), Capital Projects Portfolio Manager, Operational Improvements Manager & Senior Engineering Project Manager

Lancashire, England, United Kingdom

Lancashire, England, United Kingdom

Msc, Engineering Project Management

Bachelor'S Degree, Mechanical Engineering