Part of the Engineering Leadership Team, with specific responsibilities on Engineering Capability and Engineering Acceleration. Head of Engineering Processes and Methods.

Leading the ATI-funded InCEPTion programme whilst taking on Head of Civil Programmes role.

With a mandate to lead technology programmes for rotating machines. I manage a team of programme managers as well as a portfolio which includes Primary Generation, Propulsion and Actuation equipment for More Electric Aircraft. Contact me to find out more.

My role was to manage future disruptive technologies for the products to meet the hybrid and electric propulsion on-demand market. For some years, the aviation industry has been developing eVTOL aircraft that lifts off and lands like a helicopter and flies like a traditional plane. However, manufacturers must overcome several key technology barriers, from battery issues to collision avoidance and situational awareness, before eVTOL aircraft can rise above city streets.

With an mandate to develop and deliver an effective governance framework within which Parcelforce Worldwide can deliver their strategically critical Business Transformation Programme to double parcel volumes throughout the UK network over the next five years.The challenge had been to engage operational managers to ensure that robustProject Management (PM) disciplines are applied across all portfolio programmes.

With a mandate to develop and deliver strategic goals for Programme and ProjectPlanning and Monitoring & Control across the organisationIn short:‘Keeping the engine running’ – redesigning the Programme Office services to meet new growth and performance expectations while maintaining business as usual.'Delivering transformational change’ – translating LEONARDO’s business vision and values into tangible, world class PPM systems

Provided assurance on the 5-year Capital Investment Programme to senior management and the TfL board (value of up to £1Bn).Engaged with external organisations including: Atkins, Scott Wilson, Turner & Townsend, Deloitte, E&Y and Cap Gemini along with other TfL departments.

Accountable for the delivery of projects within Aircraft modification and Simulation portfolios; as well as managing a team of 45 Engineering and PM staff. The projects included: providing turn-key solutions while adhering to strict safety- critical standards for one-off (high-risk) modifications (e.g. Passenger-to-freight extended-range conversions) as well as CAA and EASA mandatory requirements.Working with the Managing Director in the development of operational budgets and securing future business.

Employee and stakeholder relations, budgeting, project reporting, programme delivery, business development, cost reduction initiatives, and managing a series of complex development programmes and cross functional teams.Interfaced with clients including: DLO, the Royal Saudi Air Force and other BAESYSTEMS sites with contracts worth £50M/annum while being responsible for worldwide Field Service Representatives (FSRs); Tornado AI-24 ADV Foxhunter Radar Spares and Repairs contract and its’ Upgrade.Responsible for management of a multi-disciplinary and multi-national team of 16 as Avionics Bay Manager from bases in Dhahran and Tabuk, Saudi Arabia during Operation Desert Storm.