As a managing partner at Optimise, Matt has been working at senior levels with industry leading clients for a number of years to deliver specialist services and improvements for Risk Management. Please see the specifics of each roll in more detail below.Please see www.optimise-risk.co.uk for more information on the services that Optimise can offer you.

As an independent risk consultant, working on behalf of Sellafield Ltd, Matt is trusted to support delivery of some of the most critical major projects on Sellafield site. As part of the Risk Management improvement team, Matt has influence strategic objectives to drive the business to best practise during a period when time, cost and quality are even more vital for the company. Without the ability to understand and manage the project and programme risks and opportunities, the consequences for the company and in the worst case, the country, could be catastrophic.The primary focus of my role is split between a contract position managing risk on two of Sellafield's Major Projects, and a consultancy role working with business leaders to identify, define and drive a more proactive risk process in the face of a mainly non-accepting culture.As a risk manager, I work alongside the Project/ Programme Managers to define the risk management plan for the project; run risk and opportunity workshops to capture, analyse and act of project risks and opportunities; map risks onto the schedules with the planners, to create risk models; and run these models through Monte Carlo simulation to output probabilistic out-turn costs and dates, providing greater confidence to the Project/ Programme Manager that the project/ programme is on track. This bundled in with day-to-day support for the project in reporting and any other risk matters.As a risk consultant, I work with the company directors to define a "better way of doing things" related to risk management. My specialisms lie in commercial risk; incorporation of the risk process into the project controls suite which enables enterprise and programme level planning between interrelated projects and programmes, to support success in deliver the site strategy. By documenting and driving the culture of best practise at an enterprise level, I am looking to invoke significant change for the better in the risk community.

As Head of Quantitative Risk Analysis for the Regional Investment Programmes for the North of the UK, Matt was brought in as an independent consultant to drive improvements to the performance of the risk analysis across all of the National Highways portfolio and was also given specific control of enhancing the largest region in the national highways portfolio, RIP North.

As a Risk Consultant for the Arcadis, Matt worked at Manchester Airport for a six-month period. The Manchester Airport Transformation Programme (MAN-TP) is designed to revolutionise the airport over the coming decade with a budget in excess of £1bn. Matt supported the Business Risk Manager to develop the risk process from the ground up, and drive towards creation of a monthly reporting cycle which included Quantitative Schedule Risk Analysis (QSRA). Achievements• Development of an initial risk register and process for the programme.• Began to embed an Enterprise Risk Management (ERM) into the culture of the MAN-TP team.• Supported creation and development of QSRA and associated inputs and models.

As the lead Project Manager on the MENSA Production programme, supporting work on the new AWE facility in Aldermaston through a partnership with Cavendish Nuclear, Matt was responsible for the concept, design and delivery of initial orders in the region of £2.4M+. Using previous aerospace experience and his knowledge in Project Management tools and best practice, Matt supported a transitional period at Hyde Group Nuclear (HGN), consulting on optimum use of PM practices, and supporting the set-up of a controlled and robust baseline and PMO for the business, alongside his day-to-day PM responsibilities.As the nuclear business continues to grow, my areas of responsibility and project/ programme portfolio will grow. With my support, HGN are working hard on bid, sales and new contract negotiations and ever improving deliverables and customer satisfaction is sure to bring further success to this growing business.Working for a company in a new business industry to me, and invoking real change is allowing me to expand my knowledge and experience and further enhance my skillset.Achievements• JIT delivery of Trial and "First of Type" (prototype) carriers to the test facility on time and under budget.• Creation of tender packs with a net value of £4.4M in my first month with the business.• Generation of a topical, resource loaded and realistic delivery schedule for the MENSA Production Doors Project.

Responsible for the continued development, deployment and output of each contracts integrated master schedule (IMS). After providing independant contract support, Matt was asked to join the business as a permanent member of staff heading up the LRIP scheduling team. The role entailed further maturing the IMS deliverables with all stakeholders including the US government, Lockheed Martin (the Prime contractor) and other internal and external stakeholders. The team was also charged with rolling out scheduling and risk excellence across an organisation which was immature at the time. Along with further integrating risk into the schedule, greater emphasis was being placed on the outputs of the IMS and how it can be transitioned from a externally mandated report into something which the business receives value from. The role expanded from that of a SME position to be called upon for assistance and advice, into the primary driving role for advanced risk and scheduling within the BAE F35 community.Achievements• Continuous improvements in IMS resulted in customer delight. This furnished better working relationships with external stakeholders.• IMS importance and ownership within the wider community was given more gravitas by the senior management team as a direct output of QSRA forecasting successes. • A robust QSRA output was provided to CAM areas that used this data in their day to day operations, improving confidence in, and eventual delivery to time, cost and quality.

Working as a consultant scheduling specialist for the F-35 Joint Strike fighter programme, I was responsible for development of an IMS to demonstrate vertical and horizontal traceability into prime contractor schedules. Working closely with control account managers (CAM’s) and their teams to ensure schedule build governance, full scope capture, robustness and best practice is rolled out across the organisation, the IMS provided accurate schedule risk analysis (SRA), Critical Path Analysis (CPA) and Schedule Quality health metrication using toolsets such as Primavera Risk Analysis and Acumen Fuse.Achievements• Build and maintenance of interim IMS to satisfy DCMA requirements.• Successfully trialled and implemented Acumen Fuse schedule quality toolset on the programme. • Provided successful route to green plans to help closure of key corrective action (DR) requirements for IMS improvement.

As Project Manager for site closure, I was responsible for building, maintaining and controlling the programme for all decommissioning activity for BAE Systems Woodford. Working in partnership with the Site Decommissioning manager, I ensured the closure plan succeeded. The role involved managing third party contractors as well as the key stakeholders in the site closure activities, whilst providing management reports to the (now off site) directors. The role gave me valuable and rare full life-cycle and site closure experience.Achievement’s• Supported and managed a team of over 130 engineers and contractors on site to decommission and make safe all facilities related to manufacturing.• Managed and controlled all cost, risk and schedule conflicts during decommission to complete closure on time, to cost, quality and budget.

BAE SystemsManchesterDuties: Responsible for delivery of Spares, Role Equipment, Parallels and Wing Major's assets ( around 2,000 parts with a value in the region of £20M) and support of shop floor and indirect team activities. Reported to the Project Manger on all project control system information including but not limited to: Risk Management, Control Account Planning, KPI maintenance, Resource profiling and management, Costbase management, Programme schedule creation, maintenance and statusing, Logistics tracking and support, Senior Management Support and Reporting, Budget and Works Authorisation, Change Control & Organisational Changes.

Responsible with a team, for maintaining and supporting all IT infrastructure within the company. I was also responsible for ensuing timescales and service level agreements (SLA's) were adhered to. Using my knowledge to produce on-the-spot solutions for customers and implement them to provide running fixes on live systems.

HM Customs and Excise (Tech Express)Liverpool Duties: Performed the rollout of 2500 user PC's across a Windows NT network. I was responsible for program and timescale adherence in selective areas of the rollout. Collecting and delivering new PC's, building, configuring and ghosting Hard Drive images onto PC's, patching updates from remote servers and swapping out directly with clients at their desks for old assets.Previous roles included Technical Director of a privately owned company, Bar Manager, Bar Supervisor, Call Centre Operative and Trampoline Coach.