Chris Sharp Email & Phone Number

Worthing, Gb

Lewes, England, United Kingdom

Built a portfolio encompassing 50+ projects spanning technology and data, business change, fleet, and estates. Portfolio value £10m pa, total value £33m.Managed the end-to-end delivery of a series of operational efficiency, effectiveness and capability development programmes for ESFRS. Delivery includes the Data Management Roadmap, the Integrated Risk Management Plan (IRMP) 20-25, the future Community Risk Management Plan (CRMP) 25-30), the Future Foundations organisational redesign programme, and the IT services outsource re-tender. Leadership, management and motivation of an immediate PMO team of 5 direct reports, and a virtual programme team of 30+ resources involving 20+ different supply chain partners and vendors.Key contributions and successes:• Championed portfolio, programme and project governance and delivery methodology• Spearheaded the successful development of a new corporate portfolio for ESFRS• Reviewed, refined and redesigned the PMO and Strategic Change Board, improving governance• Delivered a significant 300% acceleration in project delivery across ESFRS within just 18 months

Lewes, England, United Kingdom

Developed, planned and implemented a new Target Operating Model (TOM) for Fire Control, and mobilising services spanning Surrey, West and East Sussex FRS' to create a new tri-service function. E2E transformation programme lifecycle management from requirements, option analysis, scope and outcome definition, through planning, design, development & implementation, to testing, transition, cutover & benefit realisation.Drove this major £5.2m integration and merger programme, combining Fire Control systems, processes and services into one single ‘fit for purpose’ Control Room supporting 3 County Fire Services.Leadership and motivation of a core team of 10, with a virtual team of 40 people and 24 different vendors. Key contributions and successes:• Delivery of Project 21 on time and within budget - a near first for blue light control projects • Instrumental in delivering a range of significant legal, HR and TUPE programme elements• Designed & ran all programme governance, risk, issue, dependency, reporting, change & controls• Reduced East Sussex Control costs by over £0.5m p/a (45%)• Recognised for success, delivered on time & within budget, winning the ESFA Excellence Award

Worthing

Delivery of significant parts of the £20m+ Southern Water Transformation programme, including elements covering Employee Experience, Finance, Operational System Enhancement and Asset Lifecycle Systems. Engaged collaboratively with senior-level stakeholders, including most of the Executive Leadership Team.Focused on delivery of ‘people’ related and enabling projects, including driving a fundamental transition towards more ‘agile’ ways of working, facilitating more efficient use of office space & better engagement.Delivered an office refurbishment and conversion to flexible workspace spanning 2 major sites and positively impacting 1,800+ employees.Deployed a Work and Asset Management System, managing all physical above and below ground assets – covering 300 treatment sites, 2,000 pumping stations, 14,000 km of water mains and 40,000 km of sewers.Key contributions and successes:• Pension scheme changes impacted c. 800 scheme members, and reduced pension benefit risk• Took on ‘in-flight’ programme from previous delivery team, getting back on track to complete• Mitigated previous cost and time overruns

Worthing

PMO leadership, taking ownership for transformational delivery, spearheading the development of the wider corporate transformation portfolio for Southern Water for 2015-2020 working with the Chief Finance Officer.Applied portfolio and programme management methodology & governance, guiding prioritisation, cost / benefit analysis, risk, issue and dependency management. Key contributions and successes:• Championed the development and implementation of a newly set-out corporate change agenda• Drove benefit management, change management, resource management and change control

Worthing, England, United Kingdom

Spearheaded the design, development and implementation of a transformation programme to deliver and embed industry-leading Asset Management Capability across the utility business. Engaged stakeholders.Took the lead in the definition and execution of a new Target Operating Model (TOM), driving organisation design and business process continual improvement, leveraging a ‘best practice’ based blueprint. End-to-end project lifecycle management and delivery, encompassing planning, scope, risk and issues.

Responsible for development of a multi-stranded execution plan to deliver £53m Opex savings (cumulative) over 5 years, including work streams on Energy, Sludge, Commercial, Automation, Strategic Planning and People. Also accountable for embedding new Unit Costing processes throughout Operations further to former SAP implementation project experience.

Accountable for end to end business process design and associated SAP system configuration for the HR work stream within a £10m business-wide SAP implementation. Also accountable for representing the interests of Operations across the other project work streams (Finance & Procurement) particularly in relation to delivery of Unit Costing capability.

Accountable for all technical and support services to Wastewater Operations across the SW region. Team comprises 60 professional staff providing process support, performance management, waste and maintenance contract management, trade, cess and commercial waste control and billing. Annual budget of £29m (£18m costs, £11m sales).

Responsible for change initiatives to deliver 30% savings on £300m capital projects improvement programme to meet regulatory and financial targets. Also responsible for cross-business liaison to facilitate the smooth set-up and running of an innovative Contractor-led integrated team contract.

Responsible for the provision of high quality and efficient drainage services to 1.2m customers across West Sussex. Team comprises 100 staff operating & maintaining 90 treatment works, 400 pumping stations, 3 strategic sludge treatment centres and 8,000 km of sewers. Annual operating budget £8.2m.

Responsible for a team of 11, developing operational strategies to facilitate achievement of Strategic Business Plan goals and Regulatory Outputs. Prioritisation of £1bn capital programme.

Responsible for the preparation and submission of discharge consent applications and management of the Environment Agency interface for Southern Water.

Responsible for the planning and execution and multi-disciplinary oceanographic, hydrographic and environmental surveys for the Tidal Waters Investigations Unit, South West Region.

Diploma, Management

Bsc, Marine Biology And Oceanography

Postgraduate Diploma, Hydrographic Surveying