Clients: - CMA-CGM Ships, EFR group, Stanley Black and Decker Europe, FACOM, Optimum FX, Coca Cola Enterprises, DAHER CSI. Past : NATO, Norwegian Gouvmt, UK MoD, BAe, Thales, MBDS, EADS...Example Missions: • successfully intervened, providing leadership and guidance for large series manufacturing programmes in difficulty, working with the customer to improve understanding and communications as well as time to market, product quality and the margin. Produced the Quality Assurance Project Management Plan, put in place Risk, Project and FMEA management procedures. • Instigated and managed innovation programmes : stood up and led technical workshops with SMEs and industry experts for both large series manufacturing and continuous manufacturing programmes / factories with a balanced mixture of blue skies thinking, industrialisation and focussed objectives, transitioned outcomes into discreet programmes of work. • programme manager for pan European digitalisation programmes including software and equipment roll out and replacement (new equipment, new products, end user/consumer interface, data / user migration, retail data collection), as well as Cloud based IoT equipment performance monitoring and management along with organisational change. • Programme manager for large automation programme including ERP and CRM connectivity, system data setup, IT LAN / WAN infrastructure, remote server virtualisation, whole system validation, verification and acceptance testing. • provided a mixture of technical and engineering consultancy support covering asset care, quality and engineering management: from vision & strategy to the delivery of tangible, sustainable (continuous) improvement as well as broader operational excellence (OE) and managerial consultancy support. Implemented shop floor engineering standards and operational team procedures covering team and production line management and a back to basics management walkround.

Cenareo are all about disrupting the content and information management market.Achievements: • Outlined the vision, identified and agreed company wide goals. • Led team workshops, supported and encouraged independent, innovative and agile thinking within the team and with our partners to reimagine the perceived future state. • Ran micro innovation workshops, completed a gap analysis for 'current state' to the 'desired state' using industry benchmarking, Customer expectations and known Customer 'pain points' to define the desired future state, listed the key deliverables and results to close the gap in a quick, modular way. • Reviewed existing processes using lean tools to identify quick, modular actions to deliver rapid improvement. • Worked with the team to review the setup of the existing management tools and simplified the management process, aligning it to the actual logistics, ordering and support processes to increase speed and enable clear reporting and management. • Completely overhauled the Customer Online Help Center : provided a coherent structure and layout that was easier to navigate and better aligned to Customer themes (used benchmarking, support incident statistics as well as Customer key words searches as the basis for the changes), added customer tutorials and self help guides as well as interactive diagnostic tools. • Overhauled the categorisation of incident and service requests to better facilitate root cause analysis and so prioritisation of problem areas, leading to better, more effective equipment and service improvements. Responsibilites :- Managing Operations : orders and logistics management : build, test, setup, deploy, invoice- Managing Client Support : proactive fleet and incident management- Managing the relationship with our installation partnersFocus on :+ Scalability+ Digitalisation+ Team Efficiency and Job satisfaction : Removing Backflow+ Partner and Customer Experience : Making it Easy

Cenareo are all about disrupting the content and information management market with a smart (displayed content can be automatically selected and rotated in accordance with local, or environmental conditions), easy to use system and an ever improving service - these points are launching them into the global sphere. If you need to control and disseminate information fast in an adaptive way, you need Cenareo.- Managing Complex Client Projects / Programmes- Setting up PMO- Improving Service DeliveryAchievements :Set up the Cenareo PMO :- Put in place a deployment process and project management,- identified and implemented quick changes to reduce time to deploy and improve delivery capacity through innovative thinking,- Intelligent use of both new software tools in conjunction with better use of existing ones to result in effective, easy to use Reporting and Management tools for the whole team,- Working with the team, delivered on a promise to increase capacity by 400%,- Put in place guidance and tools to assist our deployment partners.Focus on :+ Digitalisation+ Improving Team Efficiency and Job satisfaction : Removing 'Backflow', Irradicating 'Dull'+ Improving Partner and Customer Experience : 'Excelling Expectations', 'Making it Easy'+ Improving and Developing Delivery of Service to our Partners and Clients : Looking for 'Opportunities to Improve Service', Deliver 'Added Value'Getting stuff done.... and making sure it stays done !Be Better Everyday !

Main Tasks:Project Manage allocated projects and programmes inc bid and tender and provide expert assistance on others (Project, Programme, ITIL, QA, O&M...). Projects include National Satellite Communications programmes (€ 100sM) and the deployed CIS solution including the civil works infrastructure to ISAF in Afghanistan (€180M). Secondary role to provide Systems Engineering advice covering Comms Systems, O & M and ILS.

CIS group head: responsible for assuring provision of CIS services to the Plymouth Region: being the naval base customers, business units and satellite sites (around 2500 users). This work included financial planning, future business planning, supplier and customer liaison, service level agreement and monitoring (ITIL, QA), staff management, personnel reporting, training and administration.

Main TasksCoordinate group activity and act as Portfolio Manager: Work with Programme Managers, Stakeholders & Customer Managers to ensure that the Group (projects £200m, annual budget £20m) has a future development strategy coherent with central policy and the Customer Requirement. Develop a strategy to manage and reduce costs whilst improve the delivered services to the customers (methods applied: lean, output focus & value stream). Implement policy to ensure group co-ordination covering business and project management, in particular: project risk, project business case submissions, performance management, project stakeholder communities of interest and group activity prioritisation. Secondary role providing Systems Engineering advice to the Project Teams focusing on O & M and ILS.

Main TasksTo ensure a working interface between the Team and its clients. To develop, maintain and manage the Team’s Internal Business Agreements and Customer Supplier Agreements and to provide a monthly brief to the Management Board on key Customer and stakeholder issues. Work as the clients representative on new projects and assist project managers during the various project stages (Project Initiation, Planning, Execution and Closure), Key Roles: Requirement Setting & Management, Stakeholder Management & Customer Liaison, plus: providing advice and support to cover Technology Maturity, Project Concept, Product Demonstration and Assessment, Bid Evaluation and Selection, Production, Handover, Utilisation and eventual disposal; all in consideration of the equipment whole life cost. Methodologies employed: Output Focus and Value Stream as part of IBM under ISO 9000 Framework.

Responsible for the administration, smooth and effective running of the projects office (20 PMs) using an ISO 9000 continuous improvement framework aligned with focus on successful delivery of the agreed output to the customers.

Main TasksTo manage Engineering Support, Project Manage Ship Support periods and the introduction of new equipment onto ships and other military units. As project manager I was responsible for the full range of project life cycle activities from Project Initiation, Project Planning, Project Execution and Project Closure. Secondary role as Office Manager, responsible for the running of the larger Surface Projects Group (5 Project and Support Teams) covering guidance, process and administration using an ISO 9000 Framework with EFQM.Responsible for making major engineering decisions (accepting project technical risk, outlining engineering requirements and any specifications). Individual project budgets ranged from £400k to £1.4M and lasted between 1 and 2 months (Total Annual spend in the order of £20M). Line Authority over 4 Staff: 3 Project Officers (In Eng), 1 Assistant Project Officer (In Eng). Functional authority over allocated Project Teams (60+ personnel in each team with skill sets ranging from cleaner to consultant engineer C Eng).