● Management and coordination of a variety of projects● Engagement with various disciplines● Coordination of 3rd Party services● Preparation of contract tender documentation● Customer Engagement.

● Coordination of project delivery● Engagement with various GNI internal departments● Management of financial approval process● Coordination of 3rd Party services

On Secondment from Fingleton White - Contract Development and Improvement to aid delivery of stations under Causeway Programme.Customer journey development and improvement to ensure customers stay engaged to ensure process doesn’t act as barrier to entry into contract.Prioritisation of good communications with customer on every step of the customer journey, ensuring customer aware of required steps to be taken.Drive awareness of CNG as a fuel with potential CNG customers, forecourt operators, end users.

Coordination and supervision of engineers performing tasks as outlined in my previous role now that I have established the process and standard documentation.

Coordination of planning permission applications for upgrade works on over 200 gas installations nationwide with responsibilities which include - • Landowner Identification: Using various means such as the Land Registry, Registry of Deeds, internet search, etc.• Acquiring Consent to Apply from Landowner: Any queries or feedback from the landowner are dealt with and logged, and if necessary fed back to the design engineer. Interacting with County Council Roads and/or Parks Dept.• Preparation of Planning Permission Documentation: Completion of all County Council specific forms, site location maps and an environmental screening assessment. The environmental screening assessment looks at a variety of criteria to determine any impact of the proposed design (and construction of) on the environment. This includes impact on water sources, flora & fauna, air, noise & traffic, archaeology, materials & monuments, nature reserves, wetlands, special areas of conservation or protection, as well as any specific sensitive receptors in the locale. • Planning Permission Application: Application pack documentation is submitted to the county council. Any queries or feedback from the county council are dealt with and logged, and again, if necessary, fed back to the design engineer. It is during this time that any observations or objections by the public can be made. These issues will come to me through the county council and the application may require further information or consideration. Once all issues are dealt with planning permission is then issued by the county council.• Project Management: Throughout the process all communications, site details, contacts, fees and milestone dates are recorded for tracking and management purposes.Auditing: Undertaking site audits of previously completed upgrade works to ensure subcontracted construction works are completed in accordance with the approved Design Report.

Project Manager within Assystems Manufacturing Engineering department. Similar responsibilities to time spent in Producibility department (previous role) but with a wider range of projects for multiple customers. Projects primarily involve providing manufacturing engineering services to Rolls-Royce Defence Aerospace.As part of the role I also created marketing material to demonstrate the Manufacturing Departments capabilities and experience for use with potential customers.

Following two years working as a non-conformance engineer and given my knowledge of the process I was made a project manager with responsibilities which include: • Managing a team of 15 engineers – delegation of work, tracking progress, managing workloads, setting priorities, arranging holiday cover, timesheet approval, etc.• While in the role I managed the first team/dept., from Assystem UK, to offshore work to our newly established Assystem India office, hitting major deadline and capacity targets.• Writing contract proposals, cost estimates and all associated documents for any new packages of work we hope to undertake.• Responsible for reporting work package turnaround performance data both internally and externally for invoicing and customer satisfaction purposes.• Implementing process improvements with an aim to decreasing turnaround times for the individual packages of work (unit price based contract).• Preparing monthly KPI reports for senior management inc. monitoring of unit price performance verses contractual targets.• Responsible for escalating pieces of work where contractual turnarounds are at risk or are required as a matter of urgency by the customer.• Look at ways in which the process can be streamlined with a view to increasing turnaround times and/or decreasing the amount of time taken per package of work.• Completing risk assessments based on company proformas.

While on the Assystem graduate scheme I worked for the Rolls-Royce Defence Aerospace Producibility Department. This involved the assessment of non-conforming gas turbine parts and identifying, for example, potential design, stress, materials, balancing or systems issues and their impact upon the final/in-service engine.Assessment included researching previously recorded non-conformances, looking at detail part drawings of mating parts to determine any knock-on effects, and Rolls-Royce specs or procedural documents.Responsible for escalating pieces of work where contractual turnarounds are at risk or are required as a matter of urgency by the customer.Made team lead for up to 20 engineers – delegation of work, tracking progress, managing workloads, setting priorities, arranging holiday cover, timesheet approval, etc.As part of the IMechE/RAeS/IET accredited graduate scheme I completed a number of training courses including Presentation Skills (inc. Case Study), Negotiation & Communication, Personal Effectiveness, Report Writing and Project Management.I also undertook, through Rolls-Royce, a 1 week ‘Holistic Gas Turbines’ course which focused primarily on the principals relating to gas turbine performance, earning an EDI Level 4 National Award in Holistic Gas Turbines.