As the Head of Major Programmes, I am responsible for:- The effective management and delivery of all live major projects within the EWS portfolio.- Creating and maintaining a formal framework to manage complex projects consistently across the globe, including processes, procedures and templates to meet business objectives.- Ensuring project reviews are regularly and effectively conducted to drive plans, monitor and control the delivery of programmes to schedule, to budget and to the agreed quality level.- Managing project risks, capturing lessons learned, determining root cause and developing alternative solutions.- Accountable for customer stakeholder management and project governance.- To lead on the development of new initiatives identified as priorities within the EWS Business Plan.- Developing a culture of continuous improvement, driving quality standards and operational excellence, while delivering value-added improvements for our clients.- Ensuring exceptional customer service at all times with proactive communication and embedding a culture that puts the customer at the heart of everything we do.- To liaise with key clients, and develop a deep relationship to increase the engagement between companies and grow the business

Key achievements:Australia – Reviewed and analysed the Australian Battlespace Spectrum Management (BSM) capability. Included extensive data collection from multiple sources and services (including civilian) across Australia and subsequent data analysis and output report with recommendations to improve capability. Consultation led to the EWS team developing of an overarching National BSM CONOP for Australia. Subsequent BSM CONOP development: data collection and analysis to determine L&D requirements across multiple stakeholders in the Australian BSM arena. Resulted in multi-level skill set recommendations designed to enable Australia to conduct BSM operations autonomously. Customer Friend for a European Defence agencies £40M+ project to develop an armoured EOD and EOD ECM capability. Helped develop the requirements, conducted cost benefit analysis of options and was the liaison with OEMs and UK gov depts to ensure the project progressed. Was the Trials Manager for the 10-week field trials and authored the final report allowing the capability to be accepted into service. Niteworks – As part of a two-man team, my experience provided exceptional operational insights and was pivotal in conducting the NITEWORKS ASPARKLE capability study 2018/2019; leading to the commercial construct and technology review for the ASPARKLE capability. Held 18 industry partner workshops to elicit the information required to inform the final report for the MOD, which enabled an understanding of the level of technology advances in the ECM equipment market. UNMAS – Engaged by the United Nations Mine Action Services Somalia to produce a report identifying the steps to create a national strategy for the development, maintenance and sustainment of Counter Radio Controlled Improvised Explosive Device Electronic Warfare (CREW) mitigation capabilities. Made 12 recommendations to help the Somali gov devise its own National CREW strategy for when AMISOM withdraw from the country.

I spent 27 years in the British Army, starting at Signalman and rising through the ranks and finishing my time as a Major. I spent my early career in specialist roles before moving into the world of EOD and ECM, where I have been in every operational role, from ECM Operator for the homeland security and the specialist SF role. I have also been an ECM advisor in the UK where my AOR was the whole of the north of England and Scotland. I was Chief Bleep NI at which time I did a tour in Iraq where I was the ECM Advisor for UK forces. On commissioning, I became a Staff Officer at HQ Land Forces in the EOD Branch, specialising in ECM equipment development and delivery. I was also the Operations Officer of a specialist signals unit in Cyprus before returning to HQ LAND Forces as the EOD ECM staff officer in DEODS. During my time in the EOD ECM field I was closely linked to every piece of ECM equipment being lucky enough to be part of the acquisition process until 2012.