Core accountabilities  Managing team who facilitate all Underground closures.  Maintaining collaborative working relationships across internal and external maintenance and upgrade teams.  Managing conflicting access requirements for a programme of track and station upgrades for £100m+ annual upgrades.  Specification and interpretation of customer flow modelling.  Overseeing/undertaking design and implementation of customer handling plans; efficient use of £10m annual budget. Senior manager  Balancing customer service, political and stakeholder sensitivities, and financial/operational pressures.  Periodic briefing to Customer & Operations senior leadership.  Preparation of presentations and briefings; attendance at director, stakeholder, mayoral and trade forums.  Briefing, support, and feedback with Directors’ advisors, LCP, Customer Information, and TDM on high profile closures.  Visible presence during weekends on high profile closures. Staff management and development  Bespoke approaches to staff development.  Develop agenda for and compere directorate staff briefings.  Mentor in Transport Planning Society Prof. Development.  Senior manager representative in the directorate People Plan.

Night Tube is the name given to London Underground's plan to begin weekend all night operation on 12 September 2015. Having identified the overarching case and appraised the service options from both a financial, economic and deliverability viewpoint, I moved on to implementation of Night Tube. Whilst officially 'sponsor', the small team means that I am involved in assorted implementation activities. Key tasks included:Ownership of the business case. Includes implementation costs, operating costs, revenue, social benefits and drawdown of approved budget and risk. Inclusion in TfL Business Plan.Professional client interrogating delivery costs and timescales in both operational and administrative business areas.Representing Night Tube at stakeholder engagement events, internal within TfL, or with local authorities and businesses.Outline design of operating principles and on-going support to detailed design.Project management within TfL's formal 'Pathway' project management process.I also came up with the Night Tube name - a play on Night Bus building from the New Bus for London/New Tube for London programme names.....

Undertaking transport planning input in to London Underground's Access Transformation Programme. Developing the business and operational feasibility case for weeked 24-hour operation of London Underground.

Organisational change within London Underground presented the opportunity to move in to the Olympics planning (operations) role.Demand management • Coordinating work on demand forecasting and planned/ reactive demand management techniques for all user groups.• Working in-house, with other agencies, and consultants developing appropriate demand and service models. • Successful contribution to planning process to restrict third party events.Service planning• Leading the service specification and formal approval process for Olympics train timetables. • Balancing conflicting opinion from internal and external stake holders to develop a service strategy that all can support.• Generating the reference documentation for service plans.• Working closely with Learning and Operations teams to develop training to deliver plans. Stakeholder coordination & liaison• Briefing departments across LU, TfL, LOCOG, ORR, ODA and DfT assisting Olympics readiness plans. Great success in getting London Underground, Docklands Light Railway and Southeastern to act 'as one' in problem understanding and resolution,discussions with other bodies and in delivery.• Representing LU on internal and external coordination, working and steering bodies.Management information • Communicating and advising extensively at all levels via different media. • Production of board papers with clear justifiable recommendations including £10m of additional funding for the Paralympics.

Represented Travel Demand Management (TDM) in the Olympic Transport Coordination Centre. The role came about following close cooperation between TDM and London Underground creating content and target audience for the 'Get Ahead of the Games' campaign including travel advice for both spectators and commuters..

Under the Public-Private Partnership, whereby maintenance and upgrades passed to private sector companies, there was a rigid 'access code' for the ability to close the railway. Under this access a code a 'major' closure was defined as one that encompassed 07:00 to 21:00 on a working day: outwith these times were 'minor' closures. Whilst minors largely had to be granted at the wishes of the maintainer, subject to managing the level of disruption, majors had to be negotiated and ultimately approved by London Underground's board. As the upgrade programme ramped up, there was an envisaged need to increase the number of majors, hence the position I gained to manage these. Undertaking this role effectively meant quickly learning the geography of London and London Underground, and a whole new operational language. Thankfully, I believe in doing a job you enjoy and doing it to the best of ability, so with a desire to learn within a couple of months I had my train crew depots, reversing locations, key station layouts, etc, established.Closures during my time in this role included:East London line: permanently. Changed replacement bus routes post tender award to better serve stations. Many 'meet the manager' events for customers. Support to line managers communicating changes to East London line staff. Customer demand profile post-closure meant working agreed plan with London Buses to move capacity to where it was needed.Victoria line non-stopping Victoria: 16 days over Christmas/New Year 2007. Talked the project team team down from a requested 21 days for asbestos removal, implemented customer communications and alternative transport including agreement to use Network Rail land for buses and other storage.Shepherd's Bush (Central line): 8 month closure through 2008 to facilitate station rebuild by Westfield, developers of adjacent shopping centre. On-going attendance at stakeholder meetings with politicians and local businesses in Shepherd's Bush Green.