Providing GE Aviation's Avionics and Aviation Digital divisions with the knowledge, awareness, resources and tools required to be compliant with all applicable laws, regulations and processes globally.

Providing a community of 3,500 engineering staff in global locations with the knowledge,awareness, resources and tools required to be compliant with all applicable laws, regulations and processes.

Implemented a stage-gate review process for product development and a supporting IT tool.Improved Program & Project Management capability and performance by assessing organizational and individual competency, identifying gaps and developing and delivering a training portfolio to close those gaps. Developed a range of competency models, self-assessments and third party assessments in Program & Project Management and Leadership and then applied those tools across a community of 250+ professionals in 24 locations in the UK and USA.

Successfully introduced a new governance process including regular reporting and review mechanisms, resulting in clear visibility and improved control of the delivery status of the total development portfolio.Established and took the lead in the Project Management community, enabling greater networking between the Project Managers and raising the profile of Project Management as a profession within Energis.

Managed the development and market launch of a family of software products (Java, C++, Visual Basic) in the healthcare market with a focus on Ambulance Services. Developed products in aggressive timescales, established relationships with key customer and supplier partners and introduced a structured development process which dramatically improved the quality of engineering design.

Managed a group of 30 Program Managers, delivering a portfolio of 40+ programs in RF and Cellular Planning, Site Acquisition, Structural Engineering Design and Construction Management for mobile telecoms operators in the UK and other parts of Europe. Improved operational efficiency and performance, turning a £200k loss per month to breaking even within 6 months, then profit-making within 12 months.Managed the development of a telecoms infrastructure project (circa £70M) for the Vodafone network (transmission layer and network management). Repaired customer confidence in Marconi by building strong relationships at high levels within the customer’s organisation, improved Marconi’s commercial and technical position by influencing changes in the organization’s development strategy and delivered £53M turnover and £8M profit in one financial year by achieving delivery targets and gaining customer acceptance on key developments.Managed a major change project to update and implement a stage-gate review process for product development across the business in Italy and the UK.

Developed, managed and delivered training and consultancy in Project Management and related disciplines. Specialised in Lifecycle Management and Risk Management. Improved the effective application of key processes across clients’ global businesses, by delivering training in the UK, France, Turkey and USA.

Undertook a variety of increasingly responsible Infrared Systems Engineering and Project Management roles on defence technology projects. Each of these projects involved high levels of technical and commercial complexity.