Acting as Project Manager on a £8.5m primary Limestone Crusher replacement. Responsible CDM duties for Client, Principal Contractor and Principal Designer.Leading a team of specialist subcontractors on site to ensure the project is delivered on time, to budget and as per scope

Client representative with full responsibility for delivery the full project life cycle on behalf of clients and governing bodies. Including budget control, quality, and safety management with full control of all contractor management including specialist designers, specialist contractors and main contractors. Taking projects from concept design to handover and project close out, which encompasses roles such as Senior Program Manager, Projects Director, Interface Manager and Pre-Construction Projects Manager.

£15mOutright lead and client representative on a refurbishment and enhancement project to prepare an existing depot to accept the new class 720 trains. Leading the project from GRIP 3 through to GRIP 8 including all contractor, client and Network Rail liaison and management, creating a fully collaborative approach to ensure the least disruption to the BaU of the depot. Responsibilities included ensuring the design meets the depot needs with full commercial management of the project to ensure works are delivered within budget and to contractLiaise and manage Network Rail ASPRO teams to ensure delivery requirements are metLead the design teams on behalf of the client and chair all design meetingsAct as client responsible person for NECChair progress meetings and issue notesProvide clear and accurate forecasted costs to the boardManage the construction process including HSEQ auditsIssue reports as requiredNegotiate with Network Rail to fund legacy works which didn’t form part of the scope

Construction ManagerScarborough (new build), York, Hull, Crofton, Heaton, Edge Hill (all enhancements in live environments)Responsible for ensuring a portfolio of depot projects is delivered within budget and to the Franchise Committed Obligation from Rail North (value £30m) Taken from GRIP 2 to GRIP 8. Managing the interaction of Network Rail (multi-internal teams), ORR and external stakeholders to ensure time scales for approvals and submissions are met.Leading the design teams and contractors through the Network Rail GRIP (1-5) process to ensure the GRIP stage requirements have been met correctly and working closely with the Network Rail sponsors and ASPRO teams to ensure any responses are managing within response times.Managing the projects (as client) from GRIP 6-8 included design compliance, Health and safety monitoring and budget control and forecasting.Managing design changes and ensure contract requirements and response times have been fulfilled and that they have been correctly recorded and approved. Creation of portfolio and project RAID logs and manage the continuous updates to allow for the transfer of provision across projects.Create and present regular progress updates to First Group Property Directors and TPE board including forecasts and cash flow for the entire portfolio.Close liaison with the local authority and network rail planning teams to ensure no infringements to the permitted development rights and local planning regulationsChairing project progress meetingsLead the ITT programme and respond to tender queriesLead the cost consultants to successful evaluation of submissions Submission of ORR application forms (DAA,CA,DA).Programme Management Monthly reports to Rail North.Implemented new project management procedures to comply with CDM. (TPE are a TOC and as such is not a project management company and did not have the resources or knowledge)

Contract Value £25mClient representative and main lead on a deport refurbishment project including shed extension, new carriage wash, new VEMS, upgraded fuel roads and new stabling roads and introduction of new OLE test track. Taking project from GRIP 3 through to GRIP 5 including:creating scope for GRIP 4 and managing the tender processmanaging the design processobtaining client and NR design approvalcreating GRIP 5 tender documentationmanaging the tender process through OJEUcontractor evaluation, on boarding and mobilisationFull managed handover to the construction team

Part of the PMO team responsible for the monitoring and intervention of all projects within Northern Europe throughout their lifecycles, and to serve the organisation project management needs. Responsible for developing and implementing a Project Management Competency programme to establish a fully integrated development and training plan for 120 project management members. Key successes include the recovery of failing projects across Northern Europe by short-term intervention and the successful development and implementation of an internally built Apex oracle project reporting system. This included a standalone risk management and reporting tool that was ultimately rolled out to the global project community.