Network Rail is funded over 5 year cycles. Initially employed to investigate and close a number of projects for the Research and Innovation department as the control period was coming to an end in March 24. Subsequently ran the project to gather proposals for the new control period for Research & Innovation across all parts of Network Rail. Each proposal was worked with three business experts, documented, assessed and presented for selection.

Chemonics UK need a new programme and project management framework. Taking current processes and artefacts and adding new, to create a UK Framework. I worked with the internal PMO and all stakeholders to analyse and then develop materials, before helping the PMO prepare the organisation for implementation.

A return to Meggitt to manage a number of projects delivering improvements to the efficiency of the warehouse. The projects allowed for relocation of storage VLMs, expansion of the main racking VNA solution, relocation of shop floor machinery to allow for the expansion and adjustments to the work areas to enable better flow of material. Alongside these projects I scoped and quantified other shop floor moves (for efficiency), a project to erect two environmental airlocks to the warehouse and… Show more A return to Meggitt to manage a number of projects delivering improvements to the efficiency of the warehouse. The projects allowed for relocation of storage VLMs, expansion of the main racking VNA solution, relocation of shop floor machinery to allow for the expansion and adjustments to the work areas to enable better flow of material. Alongside these projects I scoped and quantified other shop floor moves (for efficiency), a project to erect two environmental airlocks to the warehouse and an RFI process for tyre racking replacement. Show less

I joined CPC for an initial one month interim cover as their PMO Lead. This extended to two months. CPC are a project based organisation and the PMO is key to the smooth running of the business. During this time I supported the team to ensure service was continued in a time of great change - the team was reducing from 6-2. I interviewed a number of candidates for a PMO co-ordinator to start the team rebuild. I introduced some change to the PMO team to improve and simplify their workload.

Meggitt sold their site in Coventry and moved the operations to a new single site. I was engaged to run two projects concerned with the business operations not moving to the new location. Project one to improve and secure the retained site as a standalone operation. This covered creation of multiple service provisions previously supplied by the factory sites now closing and construction of a perimeter fence with associated CCTV provision.Project two migrated an existing production… Show more Meggitt sold their site in Coventry and moved the operations to a new single site. I was engaged to run two projects concerned with the business operations not moving to the new location. Project one to improve and secure the retained site as a standalone operation. This covered creation of multiple service provisions previously supplied by the factory sites now closing and construction of a perimeter fence with associated CCTV provision.Project two migrated an existing production capability from a closing site into the retained site. This required a complete re-work of selected internal and external areas to allow for housing and operating the migrating production machinery without impact to the existing operations. In addition, new machinery was purchased to be built in-situ or delivered and installed.The projects required a number of demolition, construction and fit-out phases. I employed a consultancy to provide Employers Agent/Quantity Surveyor services (Quantem). Together we ran a design phase with selected professional consultants (Architect, Structural and M&E). I ensured requirements and design approvals with the Meggitt stakeholders. We negotiated, and awarded, the contract for the main contractor role covering design stage 3 and build.In addition to managing the works and contract, I also managed the internal works needed to ensure the standalone capability and allow the main contractor to complete their works. Show less

I took the opportunity after leaving Motorola to volunteer in the local area in this strange time, whilst looking for new opportunities.

I took control of the first e2e product to be delivered to emergency services customers. The scope covered the the device App and the associated OSS/BSS and security environment. I ran the replan to create an aggressive timeframe. The Product was delivered for users to trial. The network is supplied by EE and the device by Samsung. I need to work with both suppliers as we progressed.

Joined Motorola Solutions to manage a core mobile network build for an MVNO style solution. The equipment is provided by Ericsson and links to EE network. I have an internal team and the Ericsson implementation team. I was also responsible for support of the network.

Engaged to deliver an ERP Strategy Paper for Pelsis Europe, via Searchlight Consulting.Pelsis have a number of group businesses across Europe with differing ERP solutions. I visited or interviewed all locations, assessing their current state. Delivered a final report outlining how the ERP estate could move forward over the next 5 years (roadmap), key tactical improvements and review of partners. Included in the report were other non-ERP decisions across the IT estate, including… Show more Engaged to deliver an ERP Strategy Paper for Pelsis Europe, via Searchlight Consulting.Pelsis have a number of group businesses across Europe with differing ERP solutions. I visited or interviewed all locations, assessing their current state. Delivered a final report outlining how the ERP estate could move forward over the next 5 years (roadmap), key tactical improvements and review of partners. Included in the report were other non-ERP decisions across the IT estate, including infrastructure (cloud or premise) and office systems. Show less

Consulting on Start-up businesses.

Employed by Cobham Antennas to review their Sales Forecasting process within the LEAN environment. I conducted interviews and workshops to draw out the processes and tools used. I identified issues and potential solutions, including quick wins which were implemented. I supported the team through two cycles and documented a full report. The report was delivered to the board.

I joined Cobham, a technology business with market-leadership in electronics, comms, defence & air services, to led the rescue and turnaround of a business integration programme. I restructured the team and embedded a team culture. I led the re-planning and through the Steering gained approval from the board.The programme was a portfolio of activities. I integrated three businesses into one, covering ERP, HR, Finance and Operations. I relocated production from one site to head office… Show more I joined Cobham, a technology business with market-leadership in electronics, comms, defence & air services, to led the rescue and turnaround of a business integration programme. I restructured the team and embedded a team culture. I led the re-planning and through the Steering gained approval from the board.The programme was a portfolio of activities. I integrated three businesses into one, covering ERP, HR, Finance and Operations. I relocated production from one site to head office without customer impact. I sold two redundant sites. Show less

Took on the Role of Defining a Strategy for the Transformation of the MBNL RAN OSS IT Tools. Working with the new IT Director built a team of highly skilled OSS experts. Employed KPMG to assist with the Strategy definition. Following acceptance of the outline strategy prioritised the roadmap and initiated a number of packaged software (CoTS) solutions. The projects selected software for Performance Management, Fault Management, Alarm Management, Radio Planning, Transmission Planning, Network… Show more Took on the Role of Defining a Strategy for the Transformation of the MBNL RAN OSS IT Tools. Working with the new IT Director built a team of highly skilled OSS experts. Employed KPMG to assist with the Strategy definition. Following acceptance of the outline strategy prioritised the roadmap and initiated a number of packaged software (CoTS) solutions. The projects selected software for Performance Management, Fault Management, Alarm Management, Radio Planning, Transmission Planning, Network Resource Management and Data Integrity. Supported the Commercial team with the commercial and procurement negotiations.I worked with multiple outsource providers, internal IT and vendors.Toward the end of the contract I handed over to a new permanent staff member and started the production of an IT Contract Schedule used with business process outsource applicants. I was also the IT representative on the renegotiation of the MBNL business charter. Show less

MBNL is the Joint Venture created by 3 and T-mobile(EE) to create and managed a shared 3G network in the UK. The primary function of the role as sole IT employee in MBNL was to ensure the IT estate was capable of supporting the network merge. I led improvement of the new user introduction process, improvement in capacity and key system performance, integration of multiple help desks.Working with Commercial I reviewed all IT licence conditions, making cost savings and removing licence… Show more MBNL is the Joint Venture created by 3 and T-mobile(EE) to create and managed a shared 3G network in the UK. The primary function of the role as sole IT employee in MBNL was to ensure the IT estate was capable of supporting the network merge. I led improvement of the new user introduction process, improvement in capacity and key system performance, integration of multiple help desks.Working with Commercial I reviewed all IT licence conditions, making cost savings and removing licence risk.During this time I also ran a large change portfolio as Orange joined to create EE and 4G was launched. I also implemented a new performance data warehouse, data integrity tool and planning tool.I worked with multiple delivery partners from in-house (T-Mobile/Three) to outsource (Ericsson/IBM), 3rd party (CACI) and vendors. Show less

Created and managed a project to assess all Project Managers, develop feedback on strengths and possible knowledge improvements. Designed and developed a toolset for the assessment. As part of this the management were coached in how to read the results and possible actions. An Internationally recognised accredition partner was chosen. The project covered 3 countires, UK, India and China. The toolset was retained by Symbian and continued in use.

Programme Manager for one of BT Retail's largest programmes. The Programme was to build a multi-use Real Time Rating capability. This involved working with external suppliers and all facets of BT's delivery capability, IT/Wholesale/Business.

Managed the IT Capex budget for the Chief Operating Officer, covering £10m of new IT work. I managed the first contact with Sales, Marketing and Product Marketing for new projects. Given the volume of work it was vital to be able to manage and communicate priorities and budget burn-rate. This part of the role is that of an account manager or relationship manager. Key to success for delivery is the ability to negotiate resources and priorities, to find creative solutions to ensure the customer's… Show more Managed the IT Capex budget for the Chief Operating Officer, covering £10m of new IT work. I managed the first contact with Sales, Marketing and Product Marketing for new projects. Given the volume of work it was vital to be able to manage and communicate priorities and budget burn-rate. This part of the role is that of an account manager or relationship manager. Key to success for delivery is the ability to negotiate resources and priorities, to find creative solutions to ensure the customer's time critical releases were protected. Show less

I was invited to become a key member of the the launch team. Working directly with a business Director and reporting to main board and shareholders. As a team we ensured delivery was secure for the launch date. I had to work with an IT department of internal and multiple outsource providers, totalling many hundred.

Joined Three to build and run a BA team defining the 3G Apps. I looked after a number of the propositions including Sport, Music, Content Management and Business. The team grew to 40 in strength. I led and mentored the team, operated working relationships across Marketing and supported content bid negotiations.

Hired to run an SAP group in start-up mode. After 4 years I moved away from SAP to consult in a more general way by conducting logistics reviews for a customer and lead business CRM strategic initatives in financial services sector.Clients included Orange (Switzerland) as a start-up, Heraeus, Barclaycard, Scapa Tapes and Merck.

I was hired as a Principal to implement SAP for clients. I worked at various clients (Mercury Comms, SWIFT, Heraeus) and on bids, including leading and winning the Heraeus work.

I started as a graduate within IT. I progress through the usual programmer, analyst and team leader positions within the IT department. Whilst there I worked on telesales, pricing, invoicing and brewing systems. In particular I led one stream of SAP implementation.