Chris Hopkinson Email and Phone Number

Leading an informed client team to manage the relationship with Midland Metro Limited, operator and maintainer of the West Midlands Metro. Responsible for the West Midlands Metro asset on behalf of the owner. Also providing technical input to the development of the West Midlands Metro extensions.Developing and managing contract reporting and assurance processes.Developing asset management plans.

Led a team of specialists carrying out day to day contract management of the Supertram Concession Agreement and management of the tram asset.Supported early work to look at options around the transition of Supertram to a new operator.Provided strategic and technical leadership on various heavy rail and light rail projects affecting South Yorkshire.Built positive and influential relationships with a number of internal and external stakeholders including Stagecoach… Show more Led a team of specialists carrying out day to day contract management of the Supertram Concession Agreement and management of the tram asset.Supported early work to look at options around the transition of Supertram to a new operator.Provided strategic and technical leadership on various heavy rail and light rail projects affecting South Yorkshire.Built positive and influential relationships with a number of internal and external stakeholders including Stagecoach Supertram, Network Rail, Transport for the North, Office of Rail and Road (ORR) and Sheffield City Council.Sat on the UKTram Executive and attending senior meetings of the Light Rail Safety and Standards Board (LRSSB), leading on UKTram and LRSSB matters.Provided technical expertise into the development of existing and developing UK light rail standards. Show less

Led improvements to SYPTE’s oversight of Stagecoach Supertram asset management activities and contractual reporting in order to better understand Stagecoach Supertram’s progress on asset management activities.Managed a review of SYPTE’s heavy rail station maintenance activities to ensure SYPTE were carrying out roles appropriate to the competencies held by the organisation and contractual obligations.Headed contract discussions with Northern Rail and the Department for Transport… Show more Led improvements to SYPTE’s oversight of Stagecoach Supertram asset management activities and contractual reporting in order to better understand Stagecoach Supertram’s progress on asset management activities.Managed a review of SYPTE’s heavy rail station maintenance activities to ensure SYPTE were carrying out roles appropriate to the competencies held by the organisation and contractual obligations.Headed contract discussions with Northern Rail and the Department for Transport on Northern Rail franchise related matters.Supported the development of Rail North and liaised with SCR during a period of significant change for rail franchising in the north.Worked with partners to secure Section 106 funding for tram stop improvements. Show less

Supported development of contractual documentation related to the NET Phase 2 tram extension. Led multi-disciplinary teams to deliver the Payment Mechanism and key aspects of the Concession Specification.Reviewed design packages against contractual requirements and where necessary led negotiations with the contractors to resolve any shortcomings.Managed the development of a series of Operation Plans for Mott MacDonald’s work on the London 2012 Olympic and Paralympic Games… Show more Supported development of contractual documentation related to the NET Phase 2 tram extension. Led multi-disciplinary teams to deliver the Payment Mechanism and key aspects of the Concession Specification.Reviewed design packages against contractual requirements and where necessary led negotiations with the contractors to resolve any shortcomings.Managed the development of a series of Operation Plans for Mott MacDonald’s work on the London 2012 Olympic and Paralympic Games working with contractors EventGuard and FirstGroup to ensure safe operation of the parking facilities and on-site bus interchanges at approximately 32 sites.Acted as deputy operations manager for Mott MacDonald during mobilisation of the London 2012 sites, supporting the operations manager to ensure the sites were mobilised and staff trained.Had overall responsibility for Mott MacDonald’s London 2012 operation during games time, working on a shift basis to act as Mott MacDonald ‘Silver Commander’ reporting to the ODA and working with partners to resolve issues as they arose on site.Headed the development of bid documentation, including budget development and resource planning and managed successful bids to the agreed bid submission or negotiated changes in scope.Involved in the review of bus services and rail provision on behalf of Norfolk County Council.Led the development of the evidence base for the 2011-2026 SCR Transport Strategy. Show less

Involved in the production of a number of heavy rail franchise bids, leading the development of specific bid chapters.Member of the mobilisation team for a major UK rail franchise. Working with the outgoing TOC, third party suppliers and staff to successfully deliver all of day one publicity material, including timetables, Disabled People’s Protection Policy (DPPP), Complaints Handling Procedure (CHP) and Passengers’ Charter. Following launch of The franchise work switched to helping… Show more Involved in the production of a number of heavy rail franchise bids, leading the development of specific bid chapters.Member of the mobilisation team for a major UK rail franchise. Working with the outgoing TOC, third party suppliers and staff to successfully deliver all of day one publicity material, including timetables, Disabled People’s Protection Policy (DPPP), Complaints Handling Procedure (CHP) and Passengers’ Charter. Following launch of The franchise work switched to helping the brand agency develop a schedule of finishes fleet refurbishments Show less

In this role I developed a revenue protection policy as well as day-to-day management of conductors and supporting the operations manager. I was involved in the early implementation of the Easyrider smart card on tram and the site acceptance testing of the ticketing equipment. In addition I managed the operational performance reviews with the promoter.

Early work involved liaison with the build contractor to commission the system, as well as system familiarisation and training. As we were the first tranche of operational staff we had to recruit and train a team of tram crew. Following opening of the system, work involved the day-to-day safe and reliable operation of the system. This included customer service, reformation of the service following an accident or incident, liaison with the emergency services, accident investigation and line… Show more Early work involved liaison with the build contractor to commission the system, as well as system familiarisation and training. As we were the first tranche of operational staff we had to recruit and train a team of tram crew. Following opening of the system, work involved the day-to-day safe and reliable operation of the system. This included customer service, reformation of the service following an accident or incident, liaison with the emergency services, accident investigation and line management responsibilities. Show less

On secondment to Nottingham Tram Consortium, work involved supporting the General Manager through the development of the Nottingham Express Transit (NET) project and setting up of Nottingham Tram Consortium as the operating entity. Early work involved development of the Concession Specification feeding operational requirements into the development of this and the Turnkey Specification. Further work involved liaison with the build contractors, promoter and Concessionaire to ensure operational… Show more On secondment to Nottingham Tram Consortium, work involved supporting the General Manager through the development of the Nottingham Express Transit (NET) project and setting up of Nottingham Tram Consortium as the operating entity. Early work involved development of the Concession Specification feeding operational requirements into the development of this and the Turnkey Specification. Further work involved liaison with the build contractors, promoter and Concessionaire to ensure operational matters were taken into consideration. I was also involved in regular meetings with the build contractor, promoter and Her Majesty’s Railway Inspectorate (HMRI). Show less