Wilcar is a niche consultancy focussing on delivering operational excellence, asset management solution, continuous improvement, and lean programmes across primarily infrastructure organisations. Extensive experience in Rail & Utilities. Wilcar excels in delivering remarkable and long lasting results often far exceeding client expectations.You wont find our people sat behind desks writing reports. Our hands on approach means we will be out in the field with you and your staff working alongside them in all weathers and locations gaining an insight into what makes your business work.Through our own highly experienced talent pool and our extensive network of seasoned & MCA award winning professionals, with experience across many varied business sectors and location, we can produce a bespoke solution for you that will add real value to your bottom line. We do not give you an “off the shelf” solution, we sit down with you, talk to you, plan with you, gain consensus with you to move forward and above all deliver with you solutions which will not just give results now but for many years to come. We look to build a long lasting relationship with you and your people. It’s your interests, the interests of your business and the people who work for you that we care passionately about from the boardroom to the shop floor.

The Adastra name is inspired by our founder’s pride in having served for 23 years in Her Majesty’s Royal Air Force. The RAF motto ‘per ardua ad astra‘ translates as ‘through adversity to the stars’, and aptly represents the struggles many businesses face in being successful in such difficult times.Adastra helps businesses aim for the stars.We specialise in designing and delivering bespoke programmes that combine developing high performing teams and empowering people, with deploying innovative tools and techniques to help embed a sustainable culture of operational excellence.We help organisations develop, deploy, and deliver robust strategic business plans, create an environment and capability that supports continuous improvement, and go on to meet challenging business targets and be seen to be delivering excellent value for their customers.We are passionate about what we do. We have a love of helping, coaching, and inspiring people and teams to be the best that they can be, we also believe that for organisations to truly excel they have to be open to experimentation, innovation and new technologies to solve business problems and continuously improve.https://adastra.group/

Network Rail Intelligent Infrastructure (II) CP6 - SME / Change & Business Engagement Lead (Development Architecture) II CP6 June 19 - CurrentII Insight SME / Change & Business Engagement Lead in the team responsible for the design, build, testing and deployment of Decision Support Tools (DST's) across Track, Signalling, E&P and Offtrack.Using analysis and data from both NR internal and external sources to develop DST's for use in the business to predict events likely to be service affecting and evaluate options for preventing these events from occurring. Working closely with internal and external partners to develop analysis tools and dashboards.The initial phase of this work won the Rail Staff 2019 award for Digital Team of the Year in Nov 19Network Rail Intelligent Infrastructure (II) CP - Project Manager Apr 19 - Jun 19II CP6 Track ProjectProject Manager responsible for the II CP6 Track project being a major contributor to the overall II CP6 Programme with the aim of optimising maintenance regimes and reducing service affecting asset failuresNetwork Rail Digital Railway (ORBIS) - Programme Manager Jan 18 to March 19 Overall responsibility for the Ellipse Exploitation Programme which is working to deliver increased functionality, better data quality and quantity, the reconfiguration of core system and discipline specific areas of the Network Rail asset management system to move the business towards its “Predict and Prevent” methodology for CP6.Network Rail Route Services - Programme Manager (Change) Jul 17 to Dec 18Responsible for design and delivery of Lean training Pilot to Network Rail Route Services.Working with key stakeholders across Network Rail to ensure Route Services training aligns to other initiatives relating to Leadership and Behaviours

HSW are a niche Consultancy that has grown rapidly since inception in 2007. We are located in Central London and operate globally with current assignments across the U.K. and Middle East.We specialise in end to end business planning, delivery, improvement and transformation, from business plan vision and strategy development through to efficient delivery, we can help you achieve your business outcomes and objectives.We are experts in Lean and Continuous Improvement to drive and improve business performance and efficiency, and should a change in direction be required we can also help design and deliver large scale change and transformation programmes.We also believe in leaving a lasting legacy – our advanced continuous improvement and leadership training programmes means your business gains new knowledge and skills and continues improving long after we have gone.

May 2016 – April 17 Programme Manager (Change) Network Rail - Anglia Route• Responsible for route delivery of Plan & Deliver Safe Work (PDSW) programme on the Anglia Route.• Delivery of Route Planning Process transformation using various Lean techniques. Target to save £2.5m per annum.• Facilitating a project to address concerns on the COO in respect of issues with on track machinery with a view to optimising performance and target of reducing over spend by £1.5m Oct 2015 – May 2016 Programme Manager / Delivery Lead Network Rail - London South East Route• Working with Train Operating Companies (TOCs) on delivery of a Right Time Railway including focussing on:-o Direct observation of station dispatch / train management processeso Detailed reviews of train running performanceo Work on technical solutions to enhance data collectiono Review and analysis of PPM data to produce remedial actions to address poor performance• Coaching and mentoring of exec team with respect to Visualisation processes• Co-ordination of activities to ensure successful delivery of the Christmas 2015 Blockades in conjunction with Network Rail, GTR & South Eastern TOCs, TFL & GLA, DFT & Central Government Jan – Oct 2015 Lean Coach to RMD and Route Executives Network Rail - Anglia Route• Establishment of all Visualisation Centres at route main office in Stratford• Establish & use measures to ensure safe and efficient day to day operation of the route• Coaching & mentoring of Route Managing Director and the route executive team.• Implementation of Lean Projects designed to realise savings for the routes.July – Dec 2014 Programme Lead Business Critical Rules Programme (BCRP) Network Rail• Manage the development and delivery of the change projects in compliance with company processes and procedures.• Establish and manage collaborative cross-functional virtual teams.• Establishment of commercial contracts and procurement of external subject matter experts

Interim Manager on major programmes of work within Affinity Water based in the Home Counties, to identify, scope, gain consensus for and delivery of process change in the client’s operating models for 2 major divisions of the business including Developer Services for new connections and also Below Ground Assets for mains renewals projects. Benefits delivered exceed £20m. This work won a Water Industries Achievement Award in March 2013. Interim Commercial Team Manager for Asset Delivery.Duties:• Interim Manager overseeing two major pieces of work designed to reduce the operating costs through the development, agreement & implementation of Lean Operations and develop a major change in the client’s operating model.• Interim Management of the B2C sector of the business delivering improved customer service and reduction in customer costs for work commissioned by them.• Reduction in the supplier base and agreement with retained suppliers to deliver cost reductions and develop a gain share mechanism.• Challenge the established ways of working and introduce new ways of working designed to realise maximum efficiencies with the workforce both of the client and its direct service providers.• Benefits delivered exceed over £20M in BGA on an annualised basis with a further £25m available through future programmes of work.• Interim Management of the Asset Delivery Commercial Team.• Restructuring of the Commercial Team in line with both current and future demands of the business.• Providing commercial input into contract negotiations for Affinity Water across all areas of the business.• Providing commercial input into the PR14 (AMP6) OfWat submission which has now gained enhanced status.• Working closely with procurement to develop strategies for AMP6.• Development of new commercial and contractual templates

Pandasol is a consultancy known for delivering exceptional and lasting results.Through our in house talent pool & network of seasoned professionals with experience across many varied business sectors and locations we can produce a solution for you that will add real value to your bottom line.We do not give you an “off the shelf” solution. We sit down with you, talk to you, plan with you and above all deliver with you a bespoke solution which will not just give results now but for many years to come. We look to build a relationship with you and your people. It’s your interests and the interests of your business we care passionately about.Interested in what we have to offer then please call on 07881782056 or mail paulbcarter@pandasol.com or check out our website www.pandasol.com

A UK-based management Consultancy Company specialising in Lean Operations, Performance Improvement, Asset Management, Change Management, Growth Lining & Strategic Direction Programme Manager on various pieces of work designed to reduce the operating costs through the development, agreement & implementation of Lean Operations and Asset Management programmes for various major UK companies through improved operational performance, strategies and support processes.These companies need to make savings to stay competitive and to retain key contracts with major bodies including National Grid, Network Rail and the Highways Agency. They also need to show significant improvement in their operational performance and be seen to deliver greater value for money.Initiatives worked on so far include removing unnecessary costs through the development of lean operations, asset management strategies, process re-engineering to show differentiation from competitors carrying out similar work, establishment of programme office management processes, improved planning processes to maximise utilisation of all resources and improving the support services underpinning the operations both internally and externally. Benefits delivered exceed over £75M on an annualised basis with a further £150m available through future programmes of work.Also acted as the Interim Head of Operations for the London Heathrow Terminal 1 part of the business. This involved overseeing the day to day operation, customer relations with various carriers, cost control, strategic planning & performance management. The position reported directly to the CEO and covered a workforce of over 450 staff.Other work has involved Performance Improvement training for the rail division of a major UK PLC and also the development bids for future works across many varied sectors of Construction, Rail & Infrastructure Services industries

A UK-based airline operating from its hub at London Heathrow A Project Lead managing the movement of the Heathrow Customer Services division of British Airways to Terminal 5. This was part of a major migration programme including the coordination of all the accommodation moves for over 6500 people & 2000 units of equipment from their current locations around the Heathrow campus. There were many issues surrounding Staff Welfare, Health & Safety, Industrial Relations and Logistics which the directly-reporting team manage on a day-to-day basis as well ensuring the current operation still functions. The project also involved liaising with many external third parties who were also affected by the moves.

A UK-based management Consultancy Company specialising in Performance improvement, Change Management & Strategic Direction A second spell with Boxwood saw me employed as a Programme Manager with responsibility for sale and subsequent delivery of various Process Improvement and Cost Reduction initiatives with a major UK Rail Infrastructure company. I delivered various programmes benefiting the client to a value of £8m achieved within very short timescales. Another programme, originally scheduled by the client to take 72 weeks, was re-engineered to then only to take 13 weeks and he actually delivered it in just over 6 weeks. This was one of the top 3 problems on the CEO's hit list.

A company providing airline, shipping, freight & courier services in the Philippines. The company is a part of one of the largest conglomerates in the Philippines. Directly reporting to the CEO whilst leading a team of 8 to completely review all processes and procedures across various areas of the business encompassing Sales, Operations, Customer call centre, Aircraft & shipping operations, Finance and Development of new procedures for a start-up operation supported by a government initiative, Conducted a full review of ISO-quality system for all areas and the Introduction of the concept of a balanced scorecard. Additionally I supported senior management as part of the Executive Steering Group in the development of strategic plans for overall business as well as dealing with company-wide operational and financial issues. Furthermore, I project managed the takeover and integration of a competitor into the business.Overall savings identified and delivered in excess of £1.4M with future savings expected to be in the region of £1m per annum over the following 5 years.Other work addressed the needs of the company's airline operations with the main focus being on aircraft turnarounds. Through looking at the current practices and manpower levels and skills and then applying best industry practice turnaround times were reduced from over 1 hour down to 30 minutes allowing the airline to operate more rotations in a day and therefore increasing passenger numbers and revenue as well as maximising aircraft usage.

A UK-based management Consultancy Company specialising in Performance Improvement, Change Management & Strategic Direction I was the Project manager on 2 major projects. Firstly, for a large UK retailer as part of overall project team with my main focus being on in-store operations. I was responsible for a team tasked with taking underperforming stores and using small amount of resources turning them around into a positive revenue contribution unit within 6 months. Worked with 36 stores over a 12-month period resulting in 26 being made profitable. Overall benefit to the company was in excess of £2m at a cost of only £80k.My second project was for a major rail operator concerned with underground rail operations in London. Various pieces of work were undertaken from reviewing train maintenance schedules, infrastructure renewal to carrying out a strategic review of various support functions. During this project new working practices were developed which stopped a 3 year project over running by 6 months and actually allowed it to be delivered 9 months early and with a cost saving of over 30% equivalent to £9.7M.

A worldwide based consultancy focusing on change management in Process and Service industries.I was fully responsible for the success of projects delivering over £18m in savings for various organisations across the world. I worked for 2 years in Malaysia for the national electricity provider and Project-managed the re-organisation of the maintenance function across the whole country. This involved both process and behavioural change amongst the employees. The project delivered £12m worth of savings with no reduction of employees. The project also involved working with the Emergency Incident Response Units. The focus of the project was to reduce response times to major incidents. The other aim was to also make the teams more proactive at planning prior to events taking placing and putting in the correct level of mitigation to ensure no incidents developed.Other projects included working offshore in the North Sea on oil platforms delivering change programmes in both operations and maintenance, similar project undertaken in Malaysia at an on shore facility, other overseas postings in India working with consumer goods supplier, in Brazil with an Aluminium manufacturer, introduction of new aircraft turnaround process in the Philippines and in Trinidad with a liquefied gas supplier concentrating on improving maintenance regimes.Other pieces of work included carrying out short-term analysis work for potential future clients. These were very short and intense pieces of work with tight deadlines to be met. Responsibility of these projects delivered a conversion factor from analysis through to sale of a project at 80% at a value of over £5m to the company.