Working back in the British Army in the rank of Major in the position of Equipment Support Liaison Officer. An interesting and challenging position ensuring the Authority (MOD) receive a first class service from the Contractor (Babcock International). Under my current contract this position will run up until 26th March 2020.

Overall responsibility for the management and leadership of the Association. Increase the profile and membership of the Association. Increase profits to re-invest for the benefit of all members. Quality Assurance and Corporate Governance of all organisations within the Association. Represent AITT on the Accrediting Bodies Workplace Transport, (ABA) and on all related trade bodies.

Manage a team of Inspections Engineers working on construction and offshore Wind Turbine Generator installations. Liaise with the customers, ensuring that their expectations are met or managed. Provide technical advice on lifting operations and procure specialist lifting equipment on behalf of the customer.

Operations Manager. 100+ staff providing operational control of all aspects of coal recovery from colliery spoil tips. Currently responsible for 1 operational site, 1 restoration site and 1 mobile plant workshop. Responsible for maximising coal production, providing HSE structure and organisation, setting and managing budgets for operational sites and forward plan new sites ensuring viability, both operationally and financially.

Development and delivery of several short, medium and long term projects to enhance operational capability of the Australian Defence Force. A Major project was the development of logistic support for a future amphibious capability.

I was employed as the Logistic Operations Director (SO2 Logistic Operations), providing logistic support management for an Australian Army Division, including the provision of sustainability advice for engineer equipment, medical, legal, catering, supply and transport for 6 large geographic hubs, each providing support to several multi role remote sites in Queensland, New South Wales, Victoria, Tasmania, South Australia and Western Australia.During my tenure my principal task was to reduce costs but maintain capability of logistic operations for the 2nd Division. The Division was spread across Australia and billeted in 6 main hubs (Brigades). By reducing the logistic footprint, pooling resources in equipment holdings, supply, transport and repairs, I achieved several millions of dollars in savings annually.

Development and provision of policy. Detailed advice on technical, equipment and engineering management. Responsible for the implementation of technical procedures to effectively assess performance, technical effectiveness and adherence to legislation. Provision of engineering advice to brigade equipment support agencies. Project Management of the introduction of Whole Fleet Management procedures within military establishments within the NE of England resulting in significant savings to the MOD. Develop and supervise the Brigade Maintenance Plan in barracks and during operations and responsible for all aspects of Health and Safety within the Brigade

I was responsible to the Commander for engineering support management for a large defence establishment in Canada. Annually training would take place for military battle-groups between May and October. This involved units deploying from Europe to take over vehicles and equipment in order to train for a period of around five weeks then hand them over to the next group to train. My team and I provided engineering support for all electronic, electrical, mechanical and telecommunication issues which could not be dealt with in the field. The vehicles were many and varied, consisting of Main Battle Tanks, Armoured Personnel Carriers, Heavy Artillery, trucks, Landrovers, trailers, generators and a myriad of specialist equipment. This totalled in excess of 1,200 vehicles.Between October and May the fleet had to be rebuilt, repaired, modified, serviced and in some cases replaced. Thousands of hours of work to be completed by April of the following year.The heads of departments were my direct reports. Together we carried out the planning of this massive fleet regeneration project. All scheduling, forecasting and coordination of work were critical tasks that I took personal control of, liaising with civilian contractors who were carrying out modification programmes and other departments on the base who were responsible for other tasks not covered by my organisation. Some locally sourced vehicles were covered by warranty and this work was dispatched and received through my office to de-conflict between the equipment managers and the civilian repair agents, ensuring quality of work whilst determining what work was warranty and what was to be paid for.There were issues, such as the extended supply chain from UK. Weather, shipping and incorrect orders were the main problems. Plans had to be flexible enough for this so that alternative work could easily be accessed until the supply chain issue had been rectified.

Principal engineering officer accountable for the inspection and repair of all mechanical, optical, electronic and laser equipment held by the Regiment. Provision of equipment support advice and policy to the Commanding Officer in respect of equipment care, inspections, maintenance and support issues. Command and control of engineering resources both human and materiel.