Hugh Campbell personal email
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Experience Summary Hugh’s experience encompasses all aspects of programme/project delivery with a strong technical and Technology Systems background. Hugh is a confident communicator with the ability to work and translate the data & facts at all levels from C-suite to Delivery teams. He has developed productive teams, thriving in highly pressurised and challenging working environments. His track record demonstrates an ability to get jobs done by motivating and influencing the supply chain. Established and led a high performing programme controls functions for a £100+m portfolio; led multi-supplier adoption of project tools and processes, significantly improving clock speed & efficiency; specialist skills in seamlessly integrating construction and technology in operationally critical programmes, on time.Key DataHugh is a positive and proactive professional combining strong commercial awareness with extensive operational, contract and 30+ years project management experience, in the UK and overseas in the international fire and aviation, and security industries. Hugh’s has extensive knowledge of airport and particularly Heathrow operations. Hugh can combine his detailed technical knowledge of airport operations and systems with project management & control principles and practice in a way that positively influences management at all levels and the supply chain partners.Hugh has extensive knowledge of delivering airport projects having spent over 12 years overseas working on Hong Kong International airport. Upon returning to UK, played a key role working on the Technology enabling projects @ Heathrow Terminal 5 and Queens Terminal 2 Reconstruction, a £3bn world class facility in a “brown field” site delivered successfully in a highly complex operational, logistical and stakeholder environment. He has recently taken up a role with Fujitsu - The Head of Aviation Portfolio and Value is a key role working closely with and supporting the Client Executive - Aviation and Delivery Executive to ensure the effective running of the Aviation Sector Group.Implement and operate an appropriate governance framework to ensure clear line of sight from Fujitsu Aviation sector strategy through portfolio and project delivery.Build and operate a clear and customer centric approach to how the Aviation teams interact with the wider business functions to maximise the value of the solutions we deliver through a consistent approach to prioritisation, aligned to our ‘clients’ strategic goals.
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Aviation Business Development DirectorFujitsu Aug 2022 - PresentUnited Kingdom• The purpose of the role is to ensure there is a clear and customer centric approach to how the Aviation and consultancy teams interact with the wider business functions, including building and maintaining positive relationships with key client account senior stakeholders.• To establish, build and grow market share by identifying and analysing specific business opportunities within the Aviation sector, product segment, special alliances and delivering high quality pipeline opportunities to the appropriate stage in the Fujitsu Sales Cycle. The main focus of the role is developing strategically important business opportunities.Key Accountabilities• Sales Opportunities: Identifies and qualifies opportunities to establish a pipeline which will meet targets and grow Fujitsu’s market share.• Sales Planning: Supports the creation of the value proposition and win strategy for all qualified opportunities. • Strategy Development: Supports the development of the sales strategy for the defined sector. Initiate, support and controls the execution. • Customer Relationships: stakeholders (internal and external). Creates, maintains, and expands a network of productive relationships with customers that are of strategic importance to Fujitsu. • Input to Bid Reviews: Together with designated engagement manager, provides and presents appropriate input to the company bid review process. Defines actions to reach the budget goals.• Establishing Business Relations: Establishes internal and external business relationships. Communicates with technology partners, internal marketing areas and internal product development.• Governance: Adheres to both company defined and client governance procedures and sales management tools. • Team Building & Development: Identifies, motivates, and communicates with virtual teams to effectively support qualified opportunities.
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Head Of Aviation Portfolio & ValueFujitsu Uk Dec 2021 - Sep 2022The Head of Aviation Portfolio and Value is a key role working closely with and supporting the Client Executive - Aviation and Delivery Executive to ensure the effective running of the Aviation Sector Group. Build and operate a clear and customer centric approach to how the Aviation teams interact with the wider business functions to maximise the value of the solutions we deliver through a consistent approach to prioritisation, aligned to our ‘clients’ strategic goals.Embed best practice to ensure the underpinning delivery processes are clearly defined and communicated across Aviation group. Implement and operate an appropriate governance framework to ensure clear line of sight from Fujitsu Aviation sector strategy through portfolio and project delivery.
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Interim - PmoLaing O'Rourke Mar 2021 - Oct 2021Dartford, England, United KingdomWhat was the purpose of role?• This interim role ‘Managing consultant – Programme Management Controls’ the principal point of contact with - Portfolio and business functions, supporting PMO and Digital led programmes. The role had oversight of the day-to-day PMO tasks involved in enabling and implementing work according to programme office procedures and policies (Governance framework).• Provision of excellent communications, stakeholder management, facilitation skills and technical programme controls capability. Embeded best practice methods and processes to ensure the programme remains in control always with scope, cost, risk, benefits, and time fully integrated and changes managed in line with process.• Development & Implementation of appropriate governance framework that supports collaborative working between Laing O’Rourke and the supply chain in providing all round effective leadership that can quickly remove blockers and resolve complex issues.• Manage the provision of timely and accurate progress and performance data. Act as the primary link for supporting ‘one version of the truth’. Provision of executive level reporting that supports project boards, funding, and gateway reviews.• Facilitate appropriate management intervention as required to maintain planned performance and ensure project team’s compliance with controls processes and solutions.Key accountabilities• governance of programme performance, forecasts, and reported information through the management of effective control processes, delivered through Business toolsets with delegated authority from Technology Directorate to raise and approval changes.• Implementation a programme of continuous improvement and innovation to eliminate inefficiencies and improve the quality of information provided to support project delivery.• production of reports to a defined reporting cycle at Project and Programme level and facilitating team participation in the programme review process. -
T&T Q6 Location (Hal It) Team LeadTurner & Townsend Dec 2014 - Mar 2021Heathrow AirportLead the T&T Location team working in collaboration with the HAL IT Centres of Excellence and HAL teams to establish the new ways of working for Q6 to develop robust integrated performance baselines and achieve quality transparent performance reporting. Drive an out-performance culture through the realisation of opportunities, proactive management of risks and issues and the application of commercial leverage to enable the out-performance of the baseline. -
Ics Planning ManagerTurner & Townsend Oct 2011 - Mar 2021Heathrow Terminal 2In his 3 years as the ICS Planning Manager Hugh has championed the development, maintenance and use of an integrated resource and cost loaded baseline schedules that provide insight into project performance and can be used as the basis for reliably predicting outcomes.He led the development of an integrated ICS schedule combining six different suppliers, and the integration of the Terminal 2 programme schedule. His leadership in the creation of clearly defined and signed off Milestone Definitions made a significant difference to driving clarity of supply chain accountability and delivery performance.Hugh is a confident communicator and negotiator capable of influencing decisions, managing, motivating, and developing, productive team, thriving in highly pressurised and challenging working environments.
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Ec Ics Construction ManagerFirstco Jan 2011 - Dec 2011Define and maiantain the detailed integrated construction plan and common processes for all ICS packages within the eastern campus programme.Establish the detailed sequence of works for all package contracts, ouputs to be reflected within IMS(integrated master schedule) -
Project Leader T2BSiemens Building Technologies May 2009 - Nov 2009CAREER SUMMARY2009(May)-Nov 09 - Siemens Building Technologies, Heathrow Terminal East ICS(Information Control Systems) Project Leader T2BResponsible for the delivery of the Integrated Communications System (ICS) project. Complete accountability for the project implementation and will manage the budget to ensure the requirements of both the client and Siemens are met. Responsible for team planning and performance, scheduling the programme and ensuring optimum use of the resources. Set up the systems and reporting mechanisms that will enable the project and sub-projects to be delivered.Take responsibility for the management of the relationship with other 1st Tier suppliers engaged on the project including those involved in construction and power infrastructure. -
Security Production LeaderNtl:Telewest Business Nov 2006 - Nov 2008Accountable for the complete physical installation and operational integration of the Terminal 5 security portfolioDirectly managed a knowledge worker team of 6 and an engineering/commissioning team of 30Instrumental in managing internal and external stakeholders to prove delivery of user requirementsLiaised with governmental departments (SO16/19), BIA, MET, BA, Successfully ensured delivery of key operational security assets by opening dayManaged in accordance with Prince 2 framework using tailored methodologyReported progress direct to ntl, British Airways and BAAPortfolio included:1550 camera 70 user system IP CCTV system on the BAA network900 card reader CEM access control system47 position biometric passenger authentication system22 position security search systemsSecurity Budget at Terminal 5 was £26M
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Operations ManagerKiddie India May 2006 - Sep 20062006 KIDDE INDIA (UTCFS) Operations Manager • Playing a pivotal role in overhauling the project management functions to improve operational and field efficiency• Conducting a comprehensive review of all projects in Kidde India and collaborating with local management to formulate a detailed plan aimed at maximising project profitability• Developing and implementing robust plans designed to mitigate risks and exposure to liquidated damages, cost overruns, quality issues and other liabilities• Identifying weaknesses inherent within the company and leading a process mapping exercise incorporating recommendations for an improvement plan to deliver :• Improved functionality & efficiency; clearly defined authority levels; streamlined processes; accurate estimates; higher production levels; improved project management skills; enhanced processes and materials management; data and document integrity; KPI achievement • Initiating and concluding negotiations to agree variations in company terms and conditions of contract and to ensure that activities confirm to procedures for authorisation• Subsequently responsible for the management of subsequent variations to contracts whilst maintaining awareness of project margins• Reviewing major bids and providing commercial risk analysis before planning appropriate commercial negotiation strategies accordingly
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Compliance Manager & Regional BpoChubb Asia 2005 - 20062005-2006 CHUBB ASIACompliance Manager & Regional Business Practices Officer (BPO)• Responsible for the coordination of the United Technologies global ethics programme, widely accepted as the most comprehensive programme of its kind in the world• Planning and conducting thorough investigations and providing training and advice in all aspects of business practices to management level• Continuing with involvement in the review and negotiation of major contract terms and conditions requiring collaboration with legal advisors when appropriate
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Commercial Contracts ManagerChubb Security Jan 2001 - Dec 2005Providing comprehensive support and assistance to facilitate the effective and efficient management of major projects at a local and regional level. maintaining strong channels of communication between internal finance and operational functions, external customers, appointed quantity surveyors and legal representatives.Periodically reviewing contract performance, identifying potential problem areas and taking appropriate preventative action.Participating in legal actions, arbitration and mediation when required to ensure the satisfactory conclusion of commercial disputes.Developing and implementing standard documentation and procedures and providing training and advice to Project Managers and other staff involved in commercial project matters.Working in close conjunction with external legal counsel to ensure the successful pursuit of claims and to negotiate on complex contractual requirements. -
Project Manager ConstructionGuardforce Limited 1996 - 20001996-2000 GUARDFORCE LTD, HONG KONG Project Manager – Construction, Hong Kong International Airport (CLK)• Fully accountable for the construction and installation of three major systems contracts (CCTV, public address and access control) with an overall value of US$60 million• Supervising both electrical and civil works and playing a lead role in electrical installation including power, conduit containment and cable tray through the 500,00 sq mtr terminal building• Coordinating, planning and supervising all works during the installation and fit-out of the terminal building including leading a team of 3 Site Superintendents, 20 Supervisors and up to 180 Electricians• Commissioning and field testing all three systems and coordinating the additional terminal extension works towards the conclusion of the project• Subsequently involved in the preparation and negotiation of contract settlement claims requiring high level board and legal consultations and meetings with employer representations• Contributing directly to the preparation of mutually agreeable claims for disruption and extensions of time
Hugh Campbell Skills
Hugh Campbell Education Details
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Millbrook School -
Southampton Tech
Frequently Asked Questions about Hugh Campbell
What company does Hugh Campbell work for?
Hugh Campbell works for Fujitsu
What is Hugh Campbell's role at the current company?
Hugh Campbell's current role is Aviation Business Development Director.
What is Hugh Campbell's email address?
Hugh Campbell's email address is hu****@****ail.com
What schools did Hugh Campbell attend?
Hugh Campbell attended Millbrook School, Southampton Tech.
What skills is Hugh Campbell known for?
Hugh Campbell has skills like Project Planning, Project Management, Integration, Project Delivery, Contract Management, Program Management, Commercial Management, Project Control, Management, Security, Airports, Stakeholder Management.
Who are Hugh Campbell's colleagues?
Hugh Campbell's colleagues are Vaishnavi Chaudhari, Jaana Vesa, Shejal Sawant, 山本洋司, Manfred Meixner, Ravi Kumar, Gerardo Villalobos Sandi.
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Hugh Campbell
United Kingdom3proximesearch.com, pearson.com, 8x8.com3 +447787XXXXXX
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Hugh Campbell
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3siemens.com, bp.com, uk.bp.com2 +447796XXXXXX
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