Project planning, coordination, RAID and change control on behalf of JLR at Halewood.

Project lead on start ups and contract closures within logistics, aerospace and vehicle manufacturing. Following a PDM with the emphasis on cost, time, scope and quality.

Advisor on PMO set up in new start business

General Manager of a Start Up business. From zero to three hundred employees in three weeks. Responsible for site operations, stock integrity and logistics in a fast paced, change environment. Full P&L, maintenance and H&S responsibilities across site.

Contract signed and was waiting on start date with KN. However, eventually cancelled due to COVID-19.

Responsible for the Boeing 777x programme. Working directly with procurement, engineering and operations to ensure new build of ribs and d noses, could be delivered within the parameters of the contract. Project launch - MSP - RAID - project board meetings- client management- programme on track to cost, time, scope and quality.

A Senior leader with experience in Aerospace, Logistics, Rail, Defence and Government environments. Capable of working in Project, Programme or Operations environments from shop floor to Board Room level.Skilled in using Continuous Improvement and APM methodologies to manage multi-million pound projects and programmes. Security Cleared until 2027.Recently returned from an extended break in Spain. Now available for contract or an FT position in project or operational environments.

Management of Lean and project initiatives. Working as part of the Wincanton Defence Logistics Centre and Aerospace Senior Team in the delivery of significant change to internal/external processes and procedures. Delivered a successful lean programme in conjunction with Spitfire Consultancy Ltd. The programme was managed using PID, MSP and RAID in conjunction with lean and DMAIC techniques and practices.

Responsible for the scope, control and change management of complex projects within an 18 month, £15m committed programme to the DfT. Reporting to the Head of PMO and executive board with the remit to deliver a quality programme to time, cost and scope using formal APM and PRINCE 2 project and programme methodology. Manager to 3 senior Project Managers, 4 Project Managers and numerous work stream leads who are engaged in the committed programme. The programme is complete with project focus on scope, cost and time and came in under budget. Project Manager on two complex and technical projects, whose values both exceeded £10m.In collaboration with other PM's developed the PMO tool kit, with focus on a repeatable methodology which is easy to manage and audit.

Employed in a fast-paced strategic programme and operations role on a high profile contract in the aerospace industry. Focusing on improvements within service level agreements and the development of high level key performance indicators designed to delight the customer and increase the profit margin of the contract. Responsible for delivery strategy, daily operations, customer protection initiatives, senior project support direct to the lead customer and providing formal written responses to new business offers. Attending a weekly client review and daily Head of Business performance review. Manager to 330 logistics professionals.Given a mandate of Programme Managing a new method of managing A350 and A330 business streams. Including ‘as-is’ of current working practice and creating a ‘to-be’. Success is measured by a streamlined workforce through the introduction of lean methods of delivery to factory line-side locations. With a focus on process improvements reaping £250k of savings within six months and customer satisfaction measured by an 80% reduction in formal complaints.Achieved using:Practical Problem Solving; DMAIC; Ishikawa; 5 whys; Pareto; – leading to root cause analysis.Managing scope change through lean techniques; process mapping and task analysis. User of Visio; MSP; TIP methodology. Implementing and participation in high profile Kaizen events across site.5S, Kanban, adherence to H&S rules, SLA and KPI implementation and analysis.Responsible for generation £1m of new business in 2015, including vacuum tube sealant delivery to production areas within the factory – KN won a national logistics award for this project.Start-up Project Manager on a new AAH pharmaceutical contract. Delivering project to time, cost and scope in securing £900k of new business.Achieved through the use of Pareto route analysis; the introduction of Standard Operating Procedures; formal reviews with the client; measured Gantt chart outcomes delivering on SMART promises.

Post Graduate Project Management Course M865. APM accredited, including a whole module on PRINCE 2. PS8 Scitor software user which supports critical chain and critical path and reflects the same methodology as MSP.

Managed a team of 75 personnel, including 5 managers. • Managed all performance, grievance and disciplinary issues.• Part of the census rehearsal job specification involved making recommendations and implementing improvements in performance. For instance, to enumerate universities, my suggestion was to bring in university students to act as paid liaison officers specific to their university. • Required at start and end of employment, to project manage process and procedure with lessons learned.• Produced regular management reports and attended monthly meetings to discuss rehearsal. • Carried out regular liaison and attended meetings with local authorities to ensure highest standard of service is met at all times.• Submitted press releases to local press and made regular radio appearances to promote the census rehearsal.Received intensive training in TV and radio interview techniques.

Managed upwards of 130 personnel in fast-paced, demanding logistics environments.Project managed European logistics for Typhoon and Tornado.Designed high profile logistics and management courses.Authorised Government Explosives Representative.Dangerous goods course Designer and Instructor.Airport Manager, responsible for passenger and freight movements worldwide.In depth knowledge of Load Planning; Load Control; Passenger check-in and dispatch; Air cargo; Aircraft dispatch.

Monitored performance of staff through the use of freight and passenger computer systems.• Looked to continuously improve the process though communication with users and customers. • Managed five senior managers and introduced training to cover skills/knowledge gaps. Dangerous goods and passenger check-in procedures being examples.• Regular liaison and meetings with senior military representatives to ensure highest standard of service is met at all times. Squadron and battalion representatives attended pre-operational deployment meetings and used the SOC as first point of contact when deploying circa 2000 personnel and 100k kilos of freight to war zones • Lead role in disciplinary, grievance and performance reporting for staff under my supervision.

• Project managed Typhoon and Tornado logistics change from concept (business case), definition (project plan), Implementation and Operation, introducing both cultural and operational change. Introduced a number of transport providers to achieve the flexibility required by Typhoon aircraft. Including, managing all 3rd party logistics providers.• Trained and supervised site personnel in adapting to the new system, including designing a course applicable for Channel Tunnel Dangerous Goods regulations.• Produced regular management reports and attending meetings with UK headquarters, claiming ownership and responsibility for all solutions and actions taken. • Regular liaison and meetings with providers to ensure the highest standard of service is met at all times. This included Typhoon UK, EAD’s, Airbus and Rolls Royce.• Responsible for the movement of military explosives in mainland Europe.• Degree level qualification in German.

DSAT competent user. Project managed from the needs analysis stage (concept), training needs analysis (definition), course design (implementation) to delivery (Instruct 1st course). • Introduced a Record of Achievement (ROA) that revolutionised air movements training.• Designed and implemented a (twenty four week) logistics course using a team of 8 personnel to manage the implementation and handover.• Presented the concept of a ROA to senior management and peers throughout the UK. Designed a senior management course covering managing people and process, followed by one week of managing explosives.• Designed and instructed the first ADR course (dangerous goods by road) to RAF personnel. Instructor of IATA (dangerous goods by air) courses. • Acted as Government Authorised Explosive Representative at sea ports in the UK.