Paul Cunningham Email & Phone Number

Derby, England, United Kingdom

United Kingdom

Doncaster, England, United Kingdom

Derby, England, United Kingdom

Derby, United Kingdom

• In this role the delivered objectives were:
• Lead, develop and grow the UK PMO team to fit future business needs.
• Define and establish a UK Project Management Process fit for today’s market which is scalable to support profitable growth, encompassing a full review and overhaul of existing policies, procedures and roles &.
• Define and establish a project classification model to ensure all projects are built and managed based on due consideration to risk, complexity, value, durations.
• Develop and implement a project review process to ensure on time delivery of profitable projects, to meet customer expectations and internal governance.

This role was focused on the leadership of a change management project across the Europe region of GE Power to a new business, covering 3500 employees across 32 countries. I was responsible for the creation and implementation of the change management strategy and plan to bring focus to the functional and country leads with minimal resistance to adoption.

Leicestershire, United Kingdom

• Leadership of a project team responsible for the overhaul, maintenance and servicing of the UK Nuclear and Coal Power Plants, a portfolio value of £50M. Under my leadership three of my direct reports have been elevated.
• Restructuring the UK Project team to realign accountabilities and authorities for the commercial performance and the execution of projects. This improved internal project KPI’s and increased efficiencies both.
• Developed a Contract Management focused culture within the team that not only supported margin growth from the ‘As Sold’ position, but also transformed customer complaints into compliments

Dublin

• Creation, development and leadership of a team of project, finance and EHS specialists to capture and execute safe and profitable projects.
• Developed local relationships with the Irish customer base and the wider Alstom global network to enable direct customer interaction with the OEM product lines and engineering teams to explore new opportunities.
• P&L responsibility for Irish power operations. I led the team that grew the transactional business from an order intake of €1.2M to €15M in year one and €11M in year two. Ownership and execution of two major LTSA.

Ashby-de-la-Zouch

• Led and developed the UK On-site Machining Services team to enhance capabilities and capacity to fulfill known needs and meet the demands of future growth in the market.
• Established an internal model to transform loss making cost centres into a £5M P&L by transactional outsourcing of underutilized UK resources to group global projects.
• Development and delivery of a North Europe Area Centre model and road-map to ensure optimised resource management and project success through a network of country Field Services heads.

Ashby - De - LA - Zouch

During this time I was responsible for raising standing of QHSE culture within the field service and operations business to develop a level of autonomy. I also refocused QHSE team and activities under my leadership to become more P&L accountable and highlight the true cost of poor quality. This enabled visibility of the investment in Safety and Quality.

Various UK Sites

A major attainment during this time was with a key customer on a fossil fuelled power plant as the lead Quality Manager. During numerous ongoing projects, including major overhauls over 3 years, I introduced and managed a continual reduction in the number of reoccurring quality issues and reworks by the introduction of ”Waste Management” approach. The net.

UK

Accountable to the Scottish Regional Manager and responsible for the management of commercial aspects on projects of various sizes and values on sites throughout the UK; predominantly in Scotland and South Wales. This role allowed me to exercise a level of autonomy and gain valuable experience in project and supply chain management and a solid business.