Temporary role as a result of the Covid-19 pandemic. I travelled the West Midland meeting members of the public who participated in a survey conducted by the ONS that tracked the Covid-19 Infection and immunity within the population.

A welcome return to a previous role held between 2012 to 2015, originally to cover for sickness but made permanent. Responsible for site facilities, machines and tools. Control of contractors whilst also preforming PPM tasks and repairs. Setting up service contracts, new purchase proposals and revamping operating procedures.

Working with the UK's top defence companies, I was representing the Institute as conferences, seminars and exhibitions. My main role was to support a multi-organisation steering group for sustaining the UK's skills capability in energetics. I also oversaw projects linked to CSCS and a suite of guidance for explosives sector.

Coordinating environmental, quality, health and safety activities, I conducted internal audits and made vast improvements to the company’s QMS system. I produced O&M manuals and CE certification for new products in new and consistent formats. I ensured the health and safety of company staff by conducting regular audits, near miss reviews and reviewing RAMS.

Responsible for a team of service engineers I directed repairs, new installations and servicing of AV Birch Ltd specialist machines. The department was issued monthly targets, of which I achieved but often exceeded.

Responsible for all site maintenance, including machines, tools, grounds, buildings, security and fire systems. Setting up contracts for machine servicing & repairs and for facility management. I was responsible for all contractors on site

I worked as part of a specialist team under a service optimisation project that brought scheduling to the company’s technician resource for the first time. After implementation I was scheduling 40+ technicians to perform customer’s preventative maintenance tasks and to attend breakdowns with varied SLAs.

Coordinating new installations of free-standing ATMs, I was seeing the whole process through from site survey to installation. Communication was key, effective internal communication between the company’s divisions ensured all activities for an install were coordinated and integrated into a scheduled service by a target date. I was the single point of contact for all customers.

Ordering engineer’s parts for breakdowns and replacement boot stock. Organising parts to be delivered to set or one-off locations. Auditing engineers stock to keep excess parts low and kept at correct levels. Creating daily reports to inform customers of part lead times. Working with customer’s integrated systems, including SAP.

I was responsible for the management of 20+ dispatchers who controlled a resource of up to 250 field-based engineers. I was the first point of escalation for customers.