Technical lead for a strategic review of rail fleet Reliability and Availability for an OEM and Train Operator. Included detailed analysis of delay events against the Rail Delivery Group’s 701D Reliability framework and extensive mapping of stakeholders and actors together with their interdependencies. Lead for the CP3 independent review of HS1 proposed Capital Programme costs on behalf of ORR. Output from this study supported the financial settlement agreed between the DfT and HS1 Ltd for Control Period Three (CP3). Provision of independent technical advice to: - a UK train operator following a collision between two trains, - a train builder with respect to design issues, and - an insurer following a runaway event on a heritage railway.Project Manager for: - independent verification of proposed revisions to maintenance frequencies for an OEM/ECM. Eleven proposed changes across a number of difference subsystems were reviewed within an eight-week period. - ‘Appraise and Select Phase’ of design for a nuclear waste container for Sellafield. Oversaw delivery of Frazer-Nash work elements to time and cost in association integrated project team collaborating with Sellafield and NAMRC. - RSSB technical feasibility projects looking at the potential for devices to guide trains in the event of a derailment (T1143) and the application of Blanket Speed Restrictions to mitigate the risk of collisions with landslips and fallen trees (T1252). - independent DRACAS support to Network Rail for the trial of new Single Approach to Isolation (SAI25000) processes for 25kV electrified routes. - updates to Network Rail Engineering Standards for the Professional Heads of Plant and Traction & Rolling Stock. Delivered drafts for the T&RS and Plant Policy and 4 associated level 2 Standards. - Rolling stock compatibility projects requiring track twist calculations, Route Availability assessment and EMC compatibility for a UK based locomotive manufacturer.

Providing Asset Management and Maintenance Optimisation specialist support to the rail industryAs a team we have projects with RSSB, NR and are supporting Train Operating Companies including Cross Country and LNER. We provide domain rail asset and system expertise across the full asset lifecycle drawing in specialist skills from across the Fraser-Nash business to respond to customers complex problems. I am currently leading projects for RSSB, NR and supporting an RISSB Standard Update in Australia and providing technical support to Southend Borough Council. Recent projects include leading a team to update 13 Engineering Standards for NR (five of which I drafted including the new T&RS and Plant Policy and four associated level 2 Standards), supporting a technical feasibility study for RSSB and leading a cost assurance study for ORR.

Senior Project Manager/Purchaser Representative for projects within London Underground’s Track Plant and Depots Portfolio. LU was investing c.£250m in a structured programme of improvements to its fleet of engineering vehicles to facilitate more efficient delivery of track renewals, maintenance and better support other works. I held direct delivery responsibility for the following: • Two new dual purpose Matisa B45 tamping machines• Two new rail cranes and eight tilting deck wagons• Seventy one new wagons• Mechanised plant for deep tube and ballasted track renewal These projects comprised a mix of bringing into LU mature products tailored to meet the demanding metro network requirements and new bespoke solutions for use in short closures (c. 4 hours), tight loading gauge conditions with significant train length constraints. Allied to the requirements for big yellow machines were dealing with the issues of stabling and operational requirements as well as working within the TransPlant team who operate and maintain non passenger vehicles on LU infrastructure. I worked with a number of suppliers from Europe and China which reinforces the need for good communication skills and a collaborative approach to succeed. In a number of cases equipment was being built and approved for both LU and NR operation.

Accountable for the definition of project requirements, securing funding, monitoring progress through delivery and ensuring benefits are captured. The Special Projects workload comprises inter alia: - introduction of track condition measurement systems on passenger trains (ATMS) including IM infrastructure, software development, staff training and process change. This project was awarded the Stephenson Award for Innovation at the National Rail Awards 2013;- development of an integrated ATP solution enabling engineering trains to operate across a number of different signalling systems, and transfer between those systems, with minimal impact on passenger services;- refurbishment and life extension of existing battery locomotives together with determination of their eventual replacement.- Identification and introduction of new vehicles (ballast removal, grinding/milling, flexible maintenance/renewal vehicles, new wagons etc.)- Development of cost effective solutions for structure gauging and ultrasonic inspection;- Development of associated stabling, maintenance facilities and strategic access points across the network.Whilst the interim Programme Manager for ATMS (October 2011 - September 2012) I established an integrated programme combining eight workstreams and regular reporting to support key stakeholder engagement. At the point of handover, the first track geometry measurement system had been fitted to a Victoria Line train and was under test. Data was successfully recorded and the ability to transfer data via WiFi proven.

Sponsor and Internal Client for Track Maintenance (c. £80m/annum)Responsible for the development of Asset Management Strategies and PlansDeveloped the track whole-life cost model linking asset residual life to maintenance costs and performance metrics. Developed report to output workload throughput (Work Raised/Closed) and residual risk (Work Orders remaining Open) from Ellipse to validate budget distribution.Generated initial Unit Costs for maintenance activities using reports from EllipseLead a small team that undertakes a wide range of activities including the development of GIS usage and asset information management for track, preparation of business cases for investment, project sponsorship and stakeholder management. Sponsor for introduction of high frequency monitoring of track condition using equipment fitted to service trains. The system as developed combines LU's video and noise/vibration expertise with track quality measurement. High locational accuracy and monitoring frequency enables the user to monitor degradation rates, predict intervention requirements and plan accordingly and monitor the effectiveness of intervention. Introduced a prototype unit onto the District Line and secured funding to roll the technology out to the other LU maintained lines.

Responsible for the development of Metronet’s Asset Group Strategy document for track assets and associated Annual Asset Management Plans (AAMPs) to deliver business and contractual objectives within the Public Private Partnership (PPP) framework with London Underground. Role requires, inter alia, visualisation and interpretation of data, development of maintenance rationales, monitoring of work done against plans, monitoring of performance against a wide range of indicators, preparation of business cases for investment and input to business plans.

Seconded from employer Balfour Beatty Rail Projects into core Metronet Bid team which successfully secured two out of three contracts from LU under the PPP framework. Led ‘due diligence’ on London Underground track management organisations and subsequently made responsible for all aspects of Metronet’s technical and financial submissions for track assets under the PPP framework for the 30-year concession (value c. £950m over 7.5yrs; £2.3bn over 30yrs). Evaluated work required to meet condition improvements and potential for linespeed improvements and developed strategies for implementation including introduction of ‘mainline’ engineering trains to support track renewal. Part of Metronet Transformation Team during transition from public to private sector. Represented Metronet at staff communications events and took a key role in establishment of a Strategic Planning function within MRSSL.

Responsible for providing support to tender submissions for UK and overseas works includeding submission preparation (financial and technical documentation) and obtaining internal authorisation(s). Gained exposure to a range of contracting arrangements, foreign exchange issues and technical specifications for railway administrations including Railtrack, London Underground, NS, SBB and Singapore Land Transport Authority. Travelled frequently to The Netherlands and took the opportunity to join a programme of dutch language training offered by Balfour Beatty. This enabled me to prepare bi-lingual work programmes and to take an active part in meetings held 100% in Dutch.

Worked in a variety of roles in the Area Civil Engineer’s Office at Reading and the Regional Office at Swindon before taking the Resident Engineer’s position on the Chiltern Line track renewal contract. This was the first track renewals contract put out to the private sector (Balfour Beatty Rail Engineering Limited) by BR. I covered the final 18 months of the contract through to closure during which time the client changed from Network SouthEast to Railtrack, and weekend productivity reached similar levels to that which would have been expected within BR. During the period of transition from British Rail to the private sector I undertook a number of roles within the contract and tendering areas of the business as the shape of the organisation changed. This included costing of RT1B renewals works for annual agreement and tendering of market testing works through to the provision of technical input to Chiltern Line Upgrade and Reading Remodelling tenders. Responsible for engineering issues for the delivery of Reading Remodelling Phase 1 and acted as Deputy Project Manager for the £10m Permanent Way and Signalling Works for which Jarvis was the Main Contractor following its acquisition of Relayfast. This included inter alia, management of records, setting out, site management during possessions, acceptance of S&C from manufacturers.