David Tydeman Email & Phone Number

London, United Kingdom

£1.5bn t/o, major £8bn pfi portfolio, hospitals and schools, ~3000 direct staff, 20 projects per year - high level parent company issue led to a change of strategic direction and the expansion plan i joined for was abandoned

Huntingdon Uk

I led the strategic review working with the newly appointed CEO of AWG plc. From this my role was to package and sell Morrison plc divisional companies from within AWG plc to remove the diluting effect of non-core businesses from the regulated asset value of the water utility. The strategy was hugely successful and made more than £1bn for shareholders

London, United Kingdom

Filling a time gap between Rolls Royce Marine and AWG plc, this was an interesting time running the Infrastructure department in CG. My team generated over £20m of fees at high margins in two years. There were many similarities between the issues facing Railtrack and the PPP’s for the underground services and the North Sea industry in the 80’s/90’s. My background in the Offshore Oil & Gas industries and the CRINE restructuring of that industry in the 80’s became relevant.

London And Scandinavia

I ran the worldwide after-sales business which generated 60% of the group free cash flow and profit. Working as part of the board of directors of the Marine Division through an acquisition and expansion strategy following Vickers plc selling Bentley and RR to Audi/BMW and then using the proceeds to double the Marine Division by acquisition of the Ulstein group, my after-sales department more than quadrupled in size. With 1000 engineers reporting to me through 5 regional directors for £150m sales in 36 bases in 2o counties, my depth of experience in international marine markets is extensive. Our margins from these operations compensated for the lack of margins when selling the OEM product to the shipbuilders.

Master Of Business Administration (Mba), “ Straight A’S"

Bachelor Of Science (Bsc), Ship Science, 1St Class Honours