I was selected to develop, integrate, scale and then lead an innovative software and product development team, firstly within the UK business and more recently, across BMT globally. Being a traditional engineering consultancy, I had to carefully manage the design and implementation of the new framework to work harmoniously with existing business processes and cultures, while influencing the wider business of the opportunities that innovation and product development offers. Integration required considerable work with internal business areas, to align processes, while maintaining engagement with external customers to ensure we continually deliver valuable products.Having successfully integrated the framework into the global business, I continue to manage the programme as the technical and business lead for all innovation projects. I currently manage a portfolio of around 10 software and synthetic environment projects which are at various stages of technical and market maturities. My responsibilities endure through the life of a product, from initial opportunity identification and capability roadmapping, through to final delivery and in-service support. To facilitate this I have the ability to understand a customer needs and to translate these into a technical delivery plan. The development process requires that I maintain technical oversight of our internal multi-disciplinary teams, providing technical leadership throughout the lifecycle.

I was selected to establish, lead and scale the innovative software and product development cell in BMT. Focusing primarily on the rapid development of software and Intellectual Property, my team are pushing the traditional boundaries of BMT’s outputs. My role is to rapidly select, assess and exploit our highest potential product concepts, whilst embedding an Intrapreneurial mindset across the business. We are developing a robust, forward-looking product strategy and framework to ensure we better serve our customers and communities now and in the future.

I lead the development and delivery of BMT’s unmanned and autonomous systems capability. In the role, I manage the multi-disciplinary autonomy team and develop the company’s technology offering and strategies in this rapidly evolving domain. My particular focus is on managing business and strategy development, whilst also maintaining oversight of technical delivery for platform and system design, system assurance and whole-life support activities. I support the company’s strategic planning, by delivering in-depth market analysis and the development and down-selection of strategic options to shape future business offerings. I also acts as the subject matter expert, driving future technology support and operational capabilities. I also lead the surface ship design team, managing the delivery of combat and missions systems technical and consultancy services in to wide-ranging platform and system designs.

I developed and lead the autonomous systems capability area across the company. Initially, this necessitated the negotiation of strategic business investment with senior stakeholders to allow the development and roll-out of the capability area. My role included the development and management of business opportunities across the domain, market and contracting route analysis, identification of R&D paths and the strategic management of future work opportunities. I also acted as the enduring project manager for a multi-disciplinary team, delivering enterprise architecture change management, specifically new design management arrangements, into the MoD. My team was accountable for optimising design management functions, organisations, roles and procedures across the complex warship support enterprise, specifically streamlining the means to facilitate engineering design change.• Developed the company’s autonomous systems capability area, from a position of limited revenue generation to a stage where turnover exceeded £1.0m for financial year within six months;• Developed and delivered key contracts that formed part of negotiations for the £400m per year support arrangements contract between the MoD and the alliance industry companies;• Provided leadership and project management to six multi-disciplinary and multi-company projects, over a 30-month period, for a DE&S transformation programme.

I acted as the customer’s agent within DE&S, to develop the requirements for the £6.4b acquisition programme, replacing the Royal Navy's mine countermeasures and hydrographic capability. My particular focus was on realising the capabilities and opportunities of integrating autonomous systems into complex warships. Accordingly, I was required to have a technical understanding of combat systems, communications, information assurance and other technical domains. I was responsible for developing and overseeing, the acceptance activity for the programme including the development of verification criteria. Additionally, I was the technical lead during the contractual selection process for the delivery of technology demonstrator contracts as part of an Anglo-French Defence technology trade agreement.• Led the development of ship and autonomous systems requirements; culminated in the international circulation of the critical documentation set for the negotiation and tendering of key aspects of the programme;• Led a strategic communication campaign to re-engage MoD technical and finance Directors to obtain backing support for the programme;• Developed and managed the whole programme validation, verification and acceptance process and plan.

I headed the assault engineering section in the Royal Navy’s helicopter landing platform. The role required that I was in charge of all aspects of marine engineering across the section, with close liaison across all other technical disciplines and directly led 25 skilled and semi-skilled engineers. During the ship’s major £66m refit, I was selected to act as the pan-engineering department’s primary technical liaison, acting as the focal point with external duty holders, contractors and stakeholders. For a six month period, I undertook the responsibilities of the Senior Engineer Officer during operations and intensive maintenance periods. During this time, I developed and implemented a coaching and mentoring strategy to improve departmental professional progression which directly contributed to the promotion of 15 individuals from a department of 72.• Commended by senior management and duty holding authorities for devising innovative, cost effective and timely solutions to complex technical problems arising from physical equipment integration during the ship’s refit. Resultantly, I oversaw the successful resolution of 5 high profile issues, enabling circa £300k of programme savings to be realised;• Developed and implemented key safety training for senior members of the ship’s company following 15 months of deep maintenance. This included the final authorisation of 40 safety critical personnel for key positions, ensuring they met the standard for ship safety, SHIPHAZ / RADHAZ and emergency procedures;• Streamlined the process for landing craft engineering refits, reducing material assessment times while ensuring all defects were captured and reported.

Developed and managed marine and weapon engineering training courses for two new ship types, with new to service equipment, within the Royal Navy’s Technology Based Training Unit (TBTU). In the role I project managed the Type 45 marine engineering training development plan and provided technical guidance and solutions at key stakeholder engagements within a complex and new training environment. I managed stakeholders across training organisations, equipment project teams, contractors and industry to ensure the delivery of high quality training products. There was also a need to provide strong leadership and guidance to the training development facilitation team, whilst staying abreast of developments in CBT/CAI and emerging technologies.• Advised on the removal process for propulsion equipment on a new class of ship, whilst developing the maintenance training package for the complex engine.• Instrumented the installation of a large scale weapons training simulator at a lead shore training establishment and developed the associated maintenance training course.

MCTA provides independent marine engineering consultancy services to the Royal Navy and international customers in the way of ship build progress assessment, hull and machinery trials and capability assurance. I worked within the Capability Assurance Group as a New Platform Assessor responsible for delivering a suite of consultancy services for a wide range of ship types. Services included; design assessment reviews, ship build assessment against schedules and quality requirements, outfit inspections, hull and machinery trials compilation and completion, contract acceptance inspections and fire-fighting and SOLAS equipment inspections. The platforms I was responsible for included; RN Type 45 Destroyers, RN CVF block builds, Royal Navy of Oman Ocean Patrol Vessels (OPV), Trinidad & Tobago Coast Guard Offshore Patrol Vessels, PACSCAT (Technology demonstrator for future fast speed landing craft) and TS Jack Petchey (a new training ship for the Sea Cadets).• Recognised as the top engineer amongst those of an equivalent grade across the organisation.• Managed engineering consultancy services for key international customers.• Directed the trials programme for a high profile ship build.

I was the military expert and strategic lead for oil and electricity sectors in Basra City, Iraq. I routinely advised 3 Star Generals on the strategic oil infrastructure in the Southern territories and acted as the conduit between the Southern Oil Company and Multi-National Forces. There was a frequent requirement to lead on parliamentary responses and Prime Ministerial announcements on the fluid and rapidly evolving electricity situation within the country. I developed electricity projects that directly benefitted millions of Iraqis and set the conditions for long term and sustained development. Additionally, I established a system of vocational training throughout the province and developed a refurbishment programme for a number of schools in Basra city.Coordinated a large scale, high level, multinational conference focusing on electricity redevelopment and sustainment in Southern Iraq.

Responsible for the day to day running of the engineering department and for the personal development of 35 direct reports, including their training and pastoral care onboard a Type 23 Frigate. In the role I ensured the ship’s equipment was effectively maintained and that rapid defect rectification strategies were conducted. I also enforced IMO environmental compliance and maintained safe systems of work. During this period I conducted further, in-depth engineering and wider Naval training whilst also progressing the training for all members of the ME Department. I also influenced interaction with the refit contractor and championed robust engineering practices during major the refit period and subsequent platform regeneration.