David Jones Email & Phone Number

Glasgow, Gb

United Kingdom

Strategic consultancy supporting leadership, management and staff through transformational change. Enabling group development through assisting collaborative working and business improvements thereby empowering programme and project teams

Glasgow, United Kingdom

Director of a programme of projects delivering a range of strategically important training facilities, each project is in a different part of their lifecycle from feasibility, through design to up to and including their handover. To support that delivery I recruited and set up, from scratch, a large multi-skilled team working from Glasgow and other offices across Scotland and Northern Ireland (SNI). Also Regional Board member responsible for “People” including: Recruitment, Retention, Professional Excellence and Young Professionals .

Hmnb Clyde

Delivered a £7.6M Concept Phase Initial Gate Business Case for a mid-life up-grade and Life Extension of a large MoD facility. Heading a team of 100+ engineers, cost consultants, risk engineers and schedulers from 4 competing companies delivered the accepted Business Case 6 months ahead of schedule.

Southampton, United Kingdom

Lead a business improvement programme within Mott MacDonald's Highways Division, which achieved significant savings in office management and office running costs, improved project delivery. Built a small team that drove project delivery improvements and commenced the roll out of a lean initiative across the business. Instrumental in the set up and development a regional business improvement programme for the Europe and Africa business units; acting as inaugural Secretary to a highly influential regional Business Improvement Group

Various Southern England

Rolled out a transformation programme to improve service excellence and collaborative working through behavioural change across a Balfour Beatty/Mott MacDonald Highways Joint Venture of 1400+ staff located in Bristol area and Kent

Croydon

Turned round business performance of a communications technology team from loss to profit making through improving quality compliance and standardising the approach to project controls

Nottingham

Played a pivotal role in the successful mobilisation and establishment of a National Grid electricity alliance (four different companies with different backgrounds and corporate cultures). Developed and drove the cultural change programme, a key element with every employee being part of workshops, focus groups, etc., to ensure they were involved in and fully understood the Vision, Values and Purpose of the AllianceEstablished the Management Plan and the Delivery Plans setting out governance and how the Alliance deliveries against its stretching targets.Delivered a wide-ranging recruitment plan, training framework and emergent Leadership Programme. As stated above, the Alliance started with a handful of staff and within six months had almost filled all vacancies with core staff numbers around 500 peopleCritical friend and strong ally of the Alliance Manager helping him to introduce and implement further change. Played a key role in critical projects such as IFS (integrated cost control system) and the development of a coherent strategy for the Alliance IT systems.

Built up and lead a small team that set up a quality control system, processes and procedures of a £350M project. Provided 1-to-1 support the Office of Deputy Prime Minister Project Director advising on project controls and project management, including direct support throughout tender negotiations and contract award.

Chem Physics, Physics, Chemistry Pure Maths

Activities and Societies: Motor cycle club

Mathematics, Physics And Chemistry

Activities and Societies: Won both the Chemistry and Physics prizes