After recommendations within the Mace Group I was Fortunate to be given the opportunity to contract directly, to the Mace Team at 40 Leadenhall. Operating at a senior level supporting the development & delivery of 82,000 m2 (£875M) “Project Gotham City”. Yet another iconic project being delivered by Mace that will take pride of place, in London's square mile landscape. Key activities included:✔ Development Of Daily Control Rooms - Planning, measuring problem solving & recovering ✔ Developing & managing key focus sessions - Supporting / Controlling: - Fire Stopping - Power Strategy (from power on, to final commissioning) - Installation of the largest suspended ceiling installed i Europe (2,900m2 Sto Rendered) (BDL) - Installation of the largest self supporting double curve glazed roof in Europe (15.6 mtrs supported by glass beams) (Focchi) - Supporting MMEP commissioning & safety critical activities - Lifts & Associated handovers - Decoration - Suspended Floor installation ✔ Working with the Mace MEP, Mace Construction & multiple contractors offered me the opportunity to support collaboration, utilise expertise & reduce program deliverySUMMARY:Working with the wider team we achieved a 4 month reduction in program, which offered savings on delayed handover costs (£??,000,000).Excellent team, excellent opportunity, looking forward to the future. Thank you

• Implemented LEAN 6’S improvement strategies to streamline processes and increase efficiency.• Provided coaching and performance development to team members, resulting in improved productivity.• Developed and managed control room processes for cross-project integration.

Delivering a strategic plan, working with HS2, Costain, Skanska (CSJV), Mace Dragados (MDJV),& SDSC delivering, Specialist Facilitation, Project Management support, Control Rooms, & developing collaborative behaviours.Specificaly focusing on:* Early stage programming of the enabling works, delivering governanace control, building shedules / reporting processes, ensuring escalations are managed, & delivered.* Working with senior teams facilitating, & supporting developing work streams * Supporting the mobilisation of on site operational activities, measuring performance, removing blockers, ensuring all areas of opportunity, & risk are positively managed.* Supporting hand overs, removing duplication, & seeking efficient Lean Delivery.* Mission Control Room Development, connecting all teams developing the LU & Euston Station delivery

Throughly enjoyed short a short 6mth recovery contract, engaged to drive the successful completion phase, including final Building Control & the commissioning stages of Tottenham Hotspur Football Clubs new £1bn, 62,062 seater stadium. My main objective was to focus on all trade activities, improve working engagement, waste removal & reducing the current over run on commissioning / delivery. Working alongside high quality specialists, developing a collaborative environment, with critical involvement from all key suppliers / contractors. Focusing on the delivery of a purpose built bespoke commissioning Control Rooms, applying associated Tools, & Techniques / performance measures.Enabled & supported: ✔ Interface, & Accountabilities ✔ Certification Delivery ✔ Snagging ✔ Building Control Support ✔ As Built / Redline Delivery ✔ Managing & Supporting Change / VariationsTeam Successes Included:✔ End To End Testing Completed ✔ Cause & Effect Testing Delivered✔ 2 Test Events Delivered ✔ BCO Acceptance & Entry Into FA / European Main Stream Football BallExcellent Project, Very Rewarding & Throughly Enjoyed Working With The MACE Team, & Associated Trade’s.

Reporting directly to HUB Alliance Director. Working directly as a member of the senior Alliance Management Team, supporting (BAM Nuttall – Amey - Network Rail). Supporting the delivery of the Transpennine (Rail) Upgrade. Focusing on the conversion of circa £149m of Engineering opportunities, focusing on value creation / CI project delivery, strategy development / support, enabling operational teams to be delivering an integrated collaborative project.✔ Supported the “Transpire” bid process, contributing 16% towards the successful award ✔ Developed content, & processes to manage the delivery of £146m Engineering Excellence opportunities. ✔ Created CI Register & associated content to support early stage ROI (Return On Investment) opportunities ✔ Built 4 remote Design Control Areas, managing the delivery & ongoing review measurement of 12 key business focus areas.✔ Produced Alliance Management “Visual Control Centre”, enabling Vison – Mission – Strategy Delivery. Full interactive opportunity (Look Ahead – Look Up – Look Down – Look Around – Look Back)✔ Introduced Control Room for early stage Ground & Site Investigation activities. Associated project work delivered descoped 53% of planned activities at a reducing actual cost by£1.8m. Overall saving equalled 25% of Total Contract Value✔ Delivered positive results via bespoke Lessons Learnt process. Process including Continuous Improvement project plans & associated trackers.

Nov 2015 - June 2017Working directly as a member of the senior Alliance Management Team supporting (BAM Nuttall - Skanska - Siemens - Amey Sersa - Network Rail), & developing the Alliance to deliver the "Northern HUB" Project. The upgrades will enable 3.5 million extra passenger journeys a year, & transportation of 44 million additional passengers, annually. It will also contribute economic benefits worth more than £4bn to the region.Developed & Supported Lean Innovation & Improvements to generate in excess of circa £10m+ in project benefits. Developed & supported Control Rooms, driving performance over 3 main blockades, utilising team expertise, aiding £75m of avoided cost . Reducing risk, converting opportunities, & developing innovative improvements, This position offers opportunities to optimise performances within Design, Planning Control, Civil Engineering, Procurement & Commercial, Health & Safety, Track & Controls delivering collaborative solutions.✔ Circa £10m + Improvements delivered ✔ Created & supported Control Rooms Supporting On Time Delivery Of 3 Major Blockades (Saving A Potential £25m Risk Avoidance Per Blockade)✔ Supported At Alliance Management Level The Creation Of A "Best In Class" Business Model Delivering £350m Of Infrastructure Investment✔Milestone reviews & client interaction, excellent.

Reporting Directly To the CEO, delivering improvements / standardisation to the Sparrows Global Group of companies. Currently focusing on key projects using Control Rooms, 6S Tools & Techniques, & DMAIC experience delivering:✔ SG&A Reduction ✔ EBITDA Improvement ✔ Lean Application ✔ Risk Reduction ✔ Team Engagement ✔ Managed Improvement Plan Current Projects Delivery Plan Including: * Facilitating & delivering Group Executive Leadership Team Strategy (inc associated Tracking & Action Reviews) Delivering Estimated Additional Benefits Of Circa £27m * Working With Logistics Team Managing 1,000+ Off Shore Specialists. Focusing on utilisation planning, schedules, talent management, & on time delivery. Building capacity & Control for the future. ✔ Delivering £3.0M+ in annualised operational savings ✔* Adhoc & Contract Rigging - Loft - Lifting involving full value stream mapping, re structuring & focused deployment. ✔*Delivered waste & risk reduction ensuring right first time delivery of all business critical materials. ✔* Delivering a fully integrated quality Improvement Tracking system, covering all service functions within the business. ✔ * Specific focused business recovery, resolving quality, material delivery & realignment of a the key client delivery team. Engineers, planning, cost control, technical coordination improvement were all involved in the transition to satisfy the £27M contract & associated quality standards required to retain world class service. ✔ Delivered sustainable repeatable standards, which in turn has now created a further "Large" opportunity ✔* Workshop realignment, Developing & transforming a key business function into an evolving market. New product, service levels, client engagement & efficiencies are currently under the "Define & Measure" stage. ✔* Operational Delivery Of SMART Objectives. Developing & implementing full suite of (team designed) business & personal delivery measures. ✔ * Control Rooms managing £130M

✔ Excited at Rejoining Sparrows on a second short term interim assignment, focusing on Sparrows largest Key Customer account, with a view to improving for the future. ✔ Working with the Sparrows Team, on world class service / delivery to 9 key BP Platforms within the North Sea business. Currently designing a Bespoke Control Room & reviewing internal & external suppliers with a view to building improved business activities.✔ several high value projects delivered, including Logistics alone delivering £29m of verified savings. Moving 1,000 offshore team members through the busiest Heliport in the world, offered a multitude of high value savings

Working as an associate within IAC Acoustics The Worlds Largest Acoustic Company at a time of significant change, managing & supporting: transition, process improvement, & application of Continuous Improvement Tools & Techniques.Detail Of Project:✔ The Scope of works included: Full process review & associated improvements, including the development of a bespoke Multi Functional Control Room, applying the correct tools & techniques to offer legacy improvement, from Enquiry - Delivery. Engaging all business value streams (Sales - Operations - Warehouse - Logistics - Manufacturing - Quality - Finance)✔ Focusing on cash flow - debtor days - retention settlement - dispute management - retention recovery - realignment of invoicing - closure of historic PO's - resolution of client disputes. ✔ Delivered £5M back into the year end result. ✔ Developing a lean process flow minimising WIP, reducing approval times and enabling on time delivery. Evaluated all projects delivering resolution to approvals, contract issues & contracting delays. ✔ Delivered £12.8M Of backlog into cover, enabling factory optimisation ✔ Managing change, & developing a new approach to contract delivery. ✔ Developing a Sales Back Office business structure designed to optimise all sales opportunities, focusing on customer service, tracking performance, & ensuring right first time. ✔ Delivered 65% increase in customer facing time by removal of non value added activities ✔ Delivering a World Class Customer Service Hub supporting global Sales & Operations. ✔ Delivered unity, one team & a client focused service function ✔ Worked directly on a daily basis with Group President / CEO, supporting a Pole Position initiative. Focused on improving sales, & value added activity through a focused Control Room, & Daily scheduled conference calls, we delivered game changing results, optimising all opportunities.

Working within a multi million $ crane & equipment supply business, delivering service, spares & new / replacement lifting equipment, directly to the off shore oil industry.Originally contracted on a scoping project, extended to a developing / applying role, focusing on improvement through an agreed charter. Working as Lead Associate, supporting recent investors with target growth aspirations, & the delivery of a sustainable, profitable business.✔ Reviewing & confirming P&L reporting, with a view to create reliable forecasting, & maximised EBITDA performance. ✔ 100% sustainable EBITDA growth improvement over 6 months of operational / improvement activities, offering an additional $1.8m to company profits✔ Reduced Rework Offering An Ongoing Annual Improvement of +$380k✔ Introducing business controls (War Room & Associated Meeting Structures) ✔ Reviewing & Confirming processes, & applying a structured improvement plan from: quote - engineering - approval - BOM Release - PO - Receipt / Issue - Manufacturing - Test - Delivery ✔ Reducing lead time from design to delivery by 3 weeks✔ Coaching / Mentoring all levels of the structure through the change process✔ Supporting all Sales & Operational activities

Contracted to Aggreko AI on a Interim Supply Chain, & Procurement management project, reporting directly to the Operations & Technology divison based in Dubai. Aggreko AI is a $1 Billion p.a revenue division to Aggreko PLC, providing temporary power Solutions worldwide.The Interim contract required the general management, & operational cover (following forced restructure) for 2 key positions within the supply chain:1) Managing the procurement team & associated activities. Supplying 140+ projects World Wide.2) Managing the $120M Dubai stores business, inc global imports, exports with a direct team of 62+ direct reports.Customer requirements demanded more than traditional procurement talent, focusing in addition: on supporting structural change, team building, interviewing / placement of new skill's, defining deployment & focusing on quality cost & deliveryEXAMPLES OF ACHIEVEMENTS: ✔ Reviewed all business processes from order raised, to delivery to customer✔ Focused on removing customer complaints & improved direct communication to global customers✔ Improved stock take / cycle counts (54% - 99.9% Within 4 Mths)✔ Increased Pick availability (80 - 99%, measured 9,000 lines - 6 incorrect)✔ Improved order picking / packing (60% Delivery Improvement from avg 5 days to 2/3 days)✔ Interviewed & employed 11 New Store Men following strategic alignment / deployment✔ Developed internal / external "Incident Report" process to apply improvement & control✔ Developed trust & responsibility within a mixed cultural team.✔ Revised the full structure & efficient deployment for 62 employees (Office & General Labour) ✔ Developed visual KPI & Training material for cultural mix of employees.

Employed on a fixed development budget to support, the introduction of a New USA Product into the construction sector. ✔ Worked with national manufacturers ✔ Developed key customers & managed accounts / service levels.✔ Attended trade exhibitions & presentations ✔ Developed routes to market ✔ Ran site training & presentations.

Employed on a fixed 3 mth contract. Bench Marking, measuring performance (past & present) & evaluating for the future. ✔ Outcome: Retired the business. Time restraints prevented the improvement process. ✔ Achieved project conclusion as per voice of customer

✔ Increased sales from C £3.2M - £5.2M✔ Reduced raw material costs through strategic procurement , achieving 34% in cost reductions ✔ Revised and re-educated Lean quality systems, reducing waste by 16%.✔ Improved & developed suppliers / purchasing procedures

✔ Working within £350M Building Material Division, focused on national general management & business development. Direct P&L / business responsibilities for 5 separate business profit centres.✔ Responsible for £35M Turnover with full P&L responsibility.✔ Responsibility for 180+ Employees ✔ Landmark experiences included: selling & supplying the full precast concrete package to the ODA for 2012 Olympic Velodrome - Working with Byrne Bros on the Highbury Apartments - Engaged with Cross Rail supporting the Bond St / Tottenham Court Projects

TempAstor / Spaciotempo, delivering, temporary storage solutions nationally to high profile companies (Aston Martin, Asda, Tesco, Suburu, National News Group ..etc). ✔ Managed handover to GL Events, developing : Lean, People & Processes

Privately owned company generating Circa £30M turnover. Design - Supply - Fix of construction building solutions✔Full onsite contracting experience ✔Managing Full contract installations on upper floors, stairs, lower floors, concrete stadia & frames

Developed & Trained by Marshalls in Lean, Continuous Improvement. Company: Marshalls Landscaping & Walling Contract Date: April 2001 -October 2002 Position: Operations Manager Cannock Works 14yrs Total service with Marshalls Scope: National Operations – Sales – ManufacturingCompany Overview: £12M Turnover business working within the Landscape & Walling Division.Achievements Of Contract:• Fully accountable for a £12 Million plus turn over business • £16m site, converted from loss to profit within 6 months.• Created site & departmental budgets. • Directly responsible for 120+ employees • Introduced MRP & ERP stock control system Company: Marshalls Landscaping & Walling Division Contract Date: January 1997 – March 2001 Position: Works Manager Mansfield Woodhouse Notts. Scope: Manufacturing Company Overview: Mansfield Works was historically a failing site in need of development. Producing high value hard landscaping / BS Standard products, to supplying commercial, & domestic sectors. Full Turnaround achieved, increased direct work force from 24 full time employees to 65. Introduced new products & achieved £1.5m of capital investmentAchievements Of Contract:• Improved production outputs, showing an overall increase of 30% .• Reduced site waste from an overall 8.5% to 1.2% • Designed, commissioned & developed a Rigid Polyurethane Building panel production facility • Fully conversant with SMED – JIT – Statistical Process Control management tools. • Converting Mansfield Works into a “Centre Of CI Excellence”. Company: Marshalls Landscaping & Walling Division Contract Date: January 1987 – January 1997 Position: Assistant Works Manager Sawley Long Eaton Notts. Scope: Manufacturing • Joined at labouring level, Promoted to Assistant Manager

✔ Joined Bardon Concrete manufacturing Precast Concrete, manual handling 40 Tons / Day of edgings & posts✔ Then my journey of promotions started !, from Shop Floor - Board Room