Working in the Major Infrastructure Projects (MIP) organisation on the delivery of a number of programmes to upgrade the Submarine Refit Complex (SRC) for use for Astute Class submarine maintenance and defueling out of service nuclear submarines.

As a result of a failed ferry design and build contract, FMPG entered into receivership in August 2019 and was taken over by the Scottish Government in December 2019. I was engaged by the Turnaround Director at the start of administration, firstly, to produce a revised cost and timescale for the failed ferry contract and secondly, against a background of failed leadership, systems and process, to put in place the programme management processes necessary to deliver the contract. The contract value to completion was agreed at £110m.Selected Achievements:• Rebaseline of the ferry programme for Scottish Government review and approval. Providing a cost and timescale for completion, identifying major process flaws and the process redevelopment required.• Put in place a planning team and developed and implemented the planning and reporting methodology down to work package level.• Developed and implemented a new strategy for completion of the design and engaged a new design partner.• Developed and implemented a new strategy for completion of the electrical design, supply and install contract (EPIC) and engaged a new partner.• Monitor and take action on the day to day implementation of the programme with particular focus on the critical path.• Produced and agreed a sourcing strategy for the required production personnel.• Acting Head pf Procurement for 5 months until a new permanent replacement was engaged.• Updating and agreement of the programme baseline to take into account the impacts of COVID 19.

Delivery of the flagship decommissioning project for Mitsubishi Heavy Industries, Japan. This also included the development of new methodologies to ensure that the programme had the appropriate governance and assurance processes. I also provided coaching and mentoring to the project manager. Additionally, I led on a change and transformation programme for the business in order to develop an organisation with processes and systems that will be able to maintain the growth path over the next 5 years.

• Set up of the PMO structure for a major change programme• Development and delivery of a business change management framework, capability and toolsets• Development of major change initiatives: organisational design, data governance, enterprise process model.• Coaching of both individuals and teams• Delivery of a major Enterprise Resource Planning (ERP) system upgrade. Including the development of new supply chain and planning processes to fully utilise system functionality• Set up and delivery of a business wide quality improvement programme in response to customer concerns

• Profit and loss responsibility for the international operations of the ship support business with a turnover of approx. £60m p.a.• Portfolio project management of contracts from £2m to £100m+• International business development

• Developed and executed bid strategies for major opportunities from £800m to £4bn+• Developed executable project plans to deliver the contracts• Developed partnership arrangements in Malaysia• Led major contract negotiations with customers

• A member of the UK Aircraft Carrier Alliance leadership team• Developed the overall UK wide construction strategy for the £5bn+ Queen Elizabeth Aircraft carriers• Developed the individual industrial workscopes, resource management plans, integrated programme and budgets.