At the request of the Executive Board, Mike returned to the UK in September 2014. Reporting direct to the Global CEO, the challenge was to build a strong trading relationship with a specific Global Mining company who were looking for a refreshed and innovative approach to the delivery of their capital assets. In September 2014, the Laing O’Rourke business was presented a specific opportunity to put forward a proposal for the delivery of 6.0 Bn US$ mine infrastructure works for this global… Show more At the request of the Executive Board, Mike returned to the UK in September 2014. Reporting direct to the Global CEO, the challenge was to build a strong trading relationship with a specific Global Mining company who were looking for a refreshed and innovative approach to the delivery of their capital assets. In September 2014, the Laing O’Rourke business was presented a specific opportunity to put forward a proposal for the delivery of 6.0 Bn US$ mine infrastructure works for this global mining group. Mike led the team in the compilation of the proposal and in presentations up to CEO level. The proposal is widely acknowledged as a catalyst for significantly strengthening the relationships with the mining company who are currently reviewing when to progress the works.On 15th May 2015, Mike left Laing O’Rourke to pursue other opportunities. Show less

In January 2012, Mike was requested to move to Australia to take up the role of Northern Region Director in Australia, to transform the businesses previous poor performance. The region, encapsulating Queensland and the Northern Territory was the largest operational business in the Australian hub, comprising approximately 50% of the hub turnover at 1.3Bn Au$ pa. (Australia Hub Turnover 2.7Bn Aus$).During 2012 and 2013, Mike successfully transitioned the business from loss to profit. Over… Show more In January 2012, Mike was requested to move to Australia to take up the role of Northern Region Director in Australia, to transform the businesses previous poor performance. The region, encapsulating Queensland and the Northern Territory was the largest operational business in the Australian hub, comprising approximately 50% of the hub turnover at 1.3Bn Au$ pa. (Australia Hub Turnover 2.7Bn Aus$).During 2012 and 2013, Mike successfully transitioned the business from loss to profit. Over the two years of his tenure, the turnover was maintained at 1.3Bn Au$ and the EBIT and cash in the trading year 2013/14, exceeded target and stretch expectations. Show less

In November 2009, as the full impact of the GFC was becoming apparent, Mike was asked to lead a start up business in SE Asia. In March 2010 Mike relocated full time to Hong Kong and led the business to secure 3 projects totalling 7.0Bn HKD (£650m) in Hong Kong.

With the consolidation of the group of companies into the Laing O’Rourke Group, Mike’s new role was Managing Director of the combined Laing O’Rourke Civil Engineering business (£350m).In 2005 Laing O’Rourke combined the Civil Engineering and Utilities Business to form Laing O’Rourke Infrastructure. Under Mike’s leadership, the combined business has set plans to grow to £500m.Laing O’Rourke achieved significant growth from 2001 to 2006 (from £600m to £5.0Bn). With increasing… Show more With the consolidation of the group of companies into the Laing O’Rourke Group, Mike’s new role was Managing Director of the combined Laing O’Rourke Civil Engineering business (£350m).In 2005 Laing O’Rourke combined the Civil Engineering and Utilities Business to form Laing O’Rourke Infrastructure. Under Mike’s leadership, the combined business has set plans to grow to £500m.Laing O’Rourke achieved significant growth from 2001 to 2006 (from £600m to £5.0Bn). With increasing overseas opportunity, in November 2005, the Laing O’Rourke Group Board embarked on a re-organisation into ‘Hubs’ of operation. Mike was selected to lead the construction stream of the ‘European Hub’ as Managing Director from January 2006 to December 2009.Mike led the main contracting activities within the European hub, which comprised the business units of – Construction North, Construction South, Infrastructure and Portfolio Solutions (Programme Management capability and PFI bid expertise). Each business unit compiled separate profit and loss and balance sheet reports with a Business Unit Leader for each who reported directly to Mike.Under Mike’s leadership, the completed aggregate managed turnover for the financial year April 2008 – March 2009 for these four business units was £2bn. Within these business streams, there were 13,000 directly employed staff and operatives. Show less

Mike was a senior member of the team that undertook the “Due Diligence” review on the Laing Construction business resulting in the O’Rourke Groups acquisition of the Laing Construction business in October 2001.Post acquisition, Mike was appointed Managing Director for the Laing Civil Engineering business (£135m), Laing Construction Wales and the West (£80m) and the O’Rourke operations in Eire (£40m).With the consolidation of the group of companies into the Laing O’Rourke Group… Show more Mike was a senior member of the team that undertook the “Due Diligence” review on the Laing Construction business resulting in the O’Rourke Groups acquisition of the Laing Construction business in October 2001.Post acquisition, Mike was appointed Managing Director for the Laing Civil Engineering business (£135m), Laing Construction Wales and the West (£80m) and the O’Rourke operations in Eire (£40m).With the consolidation of the group of companies into the Laing O’Rourke Group, Mike’s new role was Managing Director of the combined Laing O’Rourke Civil Engineering business (£350m).In 2005 Laing O’Rourke combined the Civil Engineering and Utilities Business to form Laing O’Rourke Infrastructure. Under Mike’s leadership, the combined business has set plans to grow to £500m. Show less

On re-joining the O’Rourke Group in 1997, Mike led a start up regional operation from an office in Newport, South Wales, covering both Building and Civil Engineering activities throughout Wales, the Midlands and the South West of England.Having established a significant presence in these regions, Mike’s role expanded to encompass Managing Director for both the O’Rourke England and Wales regional business and the O’Rourke operations in Eire.

Mike left O’Rourke in July 1995 to join Maxim Holdings as an Operations Director for the group’s construction company. In December 1996, Mike was appointed Managing Director for the construction company Maxim Construction Ltd. but subsequently resigned to re-join O’Rourke when plans by the Maxim shareholders to sell Maxim Construction Ltd. were published.

Having completed his training (1983), Mike joined the O’Rourke Group in 1984, with a background in heavy civil engineering projects including motorways, water treatment works and power stations, experience gained with the Laing Civil Engineering business.Mike rapidly progressed within O’Rourke to the position of Operations Director (1989) and ultimately Division Managing Director (1992) for the O’Rourke Group core business of major structures construction, during which time the business… Show more Having completed his training (1983), Mike joined the O’Rourke Group in 1984, with a background in heavy civil engineering projects including motorways, water treatment works and power stations, experience gained with the Laing Civil Engineering business.Mike rapidly progressed within O’Rourke to the position of Operations Director (1989) and ultimately Division Managing Director (1992) for the O’Rourke Group core business of major structures construction, during which time the business successfully expanded from £5m to £65.0m annual turnover. Show less

Leaving Swansea University with a 2(i) Honours Degree in Civil Engineering, and the ICE prize for his final year’s work, Mike joined John Laing Services Ltd under their Graduate Civil Engineering training scheme. During this period Mike progressed to the position of Senior Engineer.