A highly experienced Quality Manager, with over 25 years in the Nuclear, Oil & Gas, Power Conversion and now Defence industries involved in project management, construction, heavy manufacturing and marine. Having worked overseas and engaged with Customers worldwide. Led teams from 20 to 320 based in several different countries. Experienced in Quality strategy development & implementation; operating in a highly regulated industries, ensuring Quality compliance & delivery. Skilled in meeting Customer requirements, Quality Assurance & Control and improving the business.

Providing Quality governance & oversight to the Client in delivery of strategic projects

I have worked within the Nuclear, Energy & Oil & Gas business sectors providing front line quality services, from quality assurance and control in compliance with ISO9000 to meeting technical requirements like GSR-3. I have developed and implemented strategies to bring multiple sites globally under common quality systems, with a focus on continuous improvement, meeting customer expectations, driving metrics to reduce quality issues in the factory & in the field.

I was the Site Leader for the manufacture of synchronous generators, which are used in military, naval, oil & gas and merchant vessel applications. I had overall responsibility for the factory and its 280 personnel, as well as being a Managing Director for the legal entity in the UK. Achievements included:- Created hazard heat map to drive EHS legislative compliance, risk reduction plan and quality safety ethos; reducing serious incidents in conjunction with increased productivity through establishing culture of greater participation and increased reporting - Analysed end to end manufacturing process to build strategy to improve quality, OTD and productivity; highlighting steps to implement as part of 6 Sigma DMAIC project- Improved drivers impacting cost of quality (CoQ) and minimised cost exposure by establishing multi-disciplined reviews to drive early closure of issues, track trends and address systemic issues, reducing NCRs and CoQ associated with scrap and rework- Established cost out team with remit to focus on the areas of Engineering, Sourcing & Manufacturing to meet external market pressure for low cost, shorter delivery, reliable generator, identifying >100 ideas logged into tracker to build initial cost/benefit assessments prioritised by ROI- Ran facilitated workshop with critical individuals to establish ways to increase design standardisation, streamline manufacturing and simplify supply chain, identifying improvement ideas, prioritising actions and setting deadlines for implementation following continuous improvement template- Adopted greater automation, new materials, different suppliers, streamline design and moving fabrication into the factory in addition to standardised engineering that reduced manufacturing time by more than 500 hours per machine to re-position market price- Controlled base costs by reducing dependency on labour intensive operations, working with Union representatives to achieve cost saving through reduced headcount

Managed the Department accountable for executing all Marine projects globally; lead a team of project managers and interfaced with Customers. Also the Executive Leader for project management processes globally.- Managed a team of 85 project managers and support staff to deliver projects being executed in EU, China, Japan, S Korea, US & Brazil- Led customer discussions around contract deliverable's, schedule variations, change orders and quality issues. Drove RCA completion and lessons learnt to address Customers quality issues- Worked with Supply Chain, Engineering & Functions to ensure contract, regulatory and legislative deliverable's were met and hold them to their commitments- Worked with Services to ensure Installation & Commissioning activities were delivered as per specification and competent Field Service Engineers responded quickly to Customer issues- Single point of contact for MoD on Naval projects, SC cleared - Executive owner of project management processes, ensuring they were adopted globally, sponsoring the transformation team and communicating the changes/benefits to the business

Managed the Department accountable for all Quality (Project, QA, QMS, Supply Chain, Sourcing and Engineering) across all Power Conversion sites globally, this included:- Being the main point of contact for all Quality issues across the business and accountable for setting the expectations, goals & objectives- Provided quality support to all plants globally, focusing on time delivery, 100% complete and meeting Customer, legislative & regulatory requirements- Owned and set the direction for the Power Conversion QMS- Was the Policy Owner and implementer for Technical Regulations & Standards and International Trade Controls- Pushed quality and setting the expectations for quality for Sourcing & Engineering

Managed the Department accountable for the project quality and quality assurance for the Turbomachinery business, which was delivering compressors, and turbines into the Oil & Gas sector globally. This included:- Project quality support throughout the execution of the project.- Management of inspection and testing coordination between customer and project team.- Developed final disposition of the product before shipping process, now used throughout Oil & Gas- Introduced Quality expectations & standard policy, which is now used throughout GE- Developed and rolled out the Zero Defects Mindset philosophy, which is used throughout GE Energy- Driving RCA development, lessons learned and preventive action back into the projects.- Quality assurances process for Sales, ITO, OTR & Installation. Includes maintaining systems to meet legislative, regulatory, ISO and other business requirements globally.- Provision of QC support to supplier surveillance.- Management of Prevention Cell for Site issues.- Management of Technical Regulations and Standards.- Provide sustainability during the implementation of Lean Initiatives.

Managed the Department accountable for setting the Quality Standards for the Business. In terms of product, process and project certification, documented management arrangements for meeting Customer, Regulator and Legislative requirements, supply quality assurance and lifecycle management of records.- Managed, analysed variances and reported on work schedule, cost and scope for the £13M Quality budget.- Developed and led the Transition Programme of simplification of the management system to being process based.- Led the initiative to reduce bureaucracy in the business arrangements. This involved establishing the process, introducing changes and communicating to all Stakeholders.- Led the delivery of the Records & Information Management Programme to ensure the Site is compliant with ISO15489.- Was the Process Owner for Nuclear Site License Conditions 6, 17 & 25. Records, Quality Assurance and Operational Records.- Was the main Customer point of contact for all Quality related issues.

Covered for the resigned Head of Quality, during this short tenure drew up, obtained endorsement and implemented the organisational changes, which amalgamated Quality into the rest of EHS & Q.

Managed the two Quality Departments of Engineering based at Risley, Warrington and Waste Retrieval & Decommissioning at Sellafield. Provided a Quality service and competent resources to both engineering projects and operational plants.- Was part of both the Engineering and WR & D Lead Teams, providing Quality advice, sharing issues and reporting performance.- Was a member of the Quality lead team, involved in setting vision, direction and objectives for Quality service to the business.- Successfully lead the certification activities to attain accreditation to ISO 9000:2000 and ISO 14001:1996.- Prepared, gathered data and coordinated the departmental management reviews- Set up a managed service contract with an external Supplier, to provide competent Project Quality Engineers, on demand.- Implemented the management of organisational change process for Engineering.- Custodian of the Engineering integrated management system and produced the strategy for amalgamation with the Sellafield Management system.- Established and operated a Customer performance survey process within Quality.