Jatinder Bhart Email & Phone Number

Working in the Nuclear sector across Defence and Civil.

London, England, United Kingdom

Accountable for the setting-up the Nuclear Sector Deal Programme Management Office in support of delivering the Nuclear Sector Deal targets and commitments.Developing, supporting and implementing the delivery of strategic operations at Nuclear Industry Association.

Cavendish Nuclear is the UK’s largest civil nuclear services provider. Part of Babcock International Group. I joined Cavendish to lead and develop the Business Development department and grow the business from a UK focus to impacting on a global stage. I lead a team of 7 focused on business development, process and marketing. Key achievements include: ☛Delivered a significant project to better understand the Pan BIG capabilities in support of the nuclear business. This study was used to develop this Cavendish growth strategy. ☛Develop relationships across the industry and government to better support the identification and positioning of new strategic opportunities. ☛Support development of current opportunities as well as significantly influencing the way Cavendish builds and markets their brand and market. ☛Involved in the early stages of information gathering on potential takeover companies.☛Delivered the process of restructuring, leading the whole business development team through a period of business change.

I was seconded into DECC from R-R to bring industrial knowledge to lead and support the development and implementation of the Government's Nuclear Supply Chain and Skills strategy for civil new build. Key achievements include:☛Led delivery of the NESA Nuclear Workforce Assessment (2014) ☛Delivered Nuclear sector skills strategy “Sustaining Our Nuclear Skills” (2015).

This change in R-R business sector role allowed me to diversify and further develop my leadership skills. I was responsible for leading the development and implementation of the joint (MoD and R-R) Nuclear Propulsion Programme Hub, with the customer on their floor-plate. Key achievements include:☛Set up and led a joint Programme Management integration office to support strategic decision-making for the business. ☛Led MoD delivery and R-R project teams in developing joint processes and procedures to integrate data and information at Programme level (Schedule, Risk, Cost and Benefits).

I was promoted to Vice President. Responsible for this newly established role in Bristol, to bring increased focus to a key growing market in South America. I developed and deliver a strategy that maximises the growth potential for the R-R Defence Aerospace business. Key achievements include:☛Programme managed all aspects of the tenders, negotiation and contract signature process to deliver an order intake of over £50m and identified over £200m future business opportunities.☛Provided key sales support to partner organisations to win important sales campaigns (e.g. V2500 for KC390).☛Led the Trent 700 bid for the A330 VIP/Tanker aircraft for the Brazilian Air Force.

Following strong performances in programme management, I was approached to establish a new role to bring increased focus to a major competitive sales campaign in India. My main responsibility was to create, lead and win the Indian Air Force (IAF) Jaguar upgrade campaign valued at c£700m and over £2bn through life. Key achievements included:☛Established a dedicated working campaign room to ensure total business focus on winning the campaign – highlighted as Best Practice in Defence by the Managing Director. ☛Programme managed all aspects of the pre-tender and quotation process.☛Developed an integrated project team to deal with incumbent engine performance issues in Jaguar and ensuring our safety standards are adhered to.

Initially, I led a large multi-functional and multi-skilled team, focusing on delivering customer and business requirements across a worldwide customer base and supply chain. Following this I led the Defence Sector Aftermarket core team to deliver a change programme and ensure coherence and effective communication between the three business units across the UK and USA. Key achievements include: ☛Supported R-R North America’s development of the Operation Centre☛Delivered c £100m revenue pa and reduced inventory by 50% (c £3m) in two years. ☛Reduced programme operating costs by 20% through supply chain and resource management.☛Implemented customer and business product strategies to secure future business (c £200m).

I was responsible for risk management system across Defence Aerospace Sector, working across three business units based in the UK and USA . Key achievements include:☛Developed and implemented the Risk Management Improvement Strategy, which resulted in Defence ☛Aerospace being recognised as Best Practice for Risk Management in Rolls-Royce Plc (2003).☛Developed the first joint top-level risk register with the UK Ministry of Defence and R-R.

I was responsible for developing and delivering strategy to reduce component cost and improve quality (non-conformance). Recruited, developed and managed a small team to deliver the business objectives in partnership with the supply chain. Key achievements included:☛Delivered a cost saving of £5m and a 50% reduction in component non-conformance.☛Developed and implemented new technology to achieve a 40% cost reduction, which resulted in receiving the runner up prize in the Chairman’s Award for Innovation (Feb 2002).

I performed two roles within the Engineering function: Vibration Engineer and Design & Verification Engineer on the EJ200 engine project. I developed an excellent understanding of gas turbine engines and resolved a number of design, development and supply chain manufacturing issues.

Executive Mba, Business Administration And Management, General

Bachelor Of Engineering - Be, Mechanical/Aerospace Engineering

Activities and Societies: Founder and instructor of the University Kickboxing Club and member of the university basketball team