Project delivery of the Initial Operating Capability (IOC1 - 15 racks), preparation and planning for IOC2 (40 racks) and the development of Service Delivery Governance required to build a professional test house from scratch.

As PNC Change Project Manager, reporting to the PNC Change Portfolio Manager, I was responsible for the delivery of the test environment for the PNC/PND replacement (NLEDP). This starts from developing the Low Level Design, conducting the Impact Assessment, developing the Project Management Baseline (PMB) through to implementation, delivery, test, acceptance and handover.

As ISS Service Catalogue Project Manager, reporting to the Programme Director, responsible for all aspects of project delivery, including risk management, schedule management and governance reporting. The ISS Service Catalogue now delivers multi-million pounds of ICT services to 200 000 users across MoD. The programme replaced multiple supplier-provided catalogues with a single authority-owned capability and is extending that capability to cover the full breadth of services. Having delivered a very successful Service Catalogue on schedule and to budget, I have now developed the governance mechanism that will achieve the delivery of 14 further projects (Forward Schedule of Change), further enhancing the customer experience. Now also managing various commercial and financial interfaces helping the client to better manage the broader business environment.

Project Management Office lead co-ordinating the planning, control and monitoring of the Future Services Catalogue. This includes risk management, issue management, assumption management, scheduling and resource management.

Responsible for the management and supply of spares and repairs to Augusta Westland's Avionics systems to its multiple international customer base.

Project Manager responsible for developing and executing the ‘Assurance’ process necessary to achieve Main Gate approval for the General Service Respirator (GSR) In-Service Support (ISS) contract.

Project Manager providing support to the in-Service Support team by developing strategy to transfer two rapid acquisition projects from ‘delivery’ to ‘In-Service’. Executed strategy minimizing impact on busy in-service support team.

Responsible for developing the transition plan, stakeholder management and execution of the transition of the IPE suite between two DE&S Operation Centres.

Programme Manager taking full ownership for delivering the Air ISTAR programme including follow-on sales, stakeholder management and project leadership. Focusing on building and maintaining robust customer relationships for 3 sites in Bristol, Boscombe Down and Waddington. Fully accountable for complete project delivery across the 3 Air ISTAR platforms - Airseeker, Sentry and Sentinel. Other Programme Manager successes:• Overseeing the company’s involvement in Airseeker’s initial Release To Service (iRTS) and the first flight• Generated monthly platform status reports to brief 2* while managing the miscellaneous RTS of new capabilities on the in-service Sentry and Sentinel platforms

Project Manager tasked with the challenging development and delivery of a strategy for a Release To Service of a substantial purchase of £8m of new capability procured due to a 2012 under spend and required for potentially immediate operational use. Other CBRN DT Project Manager highlights and duties included:• Devised viable strategies to address safety, security accreditation, EMC, training, technical publications, user trials and in-service support all developed, executed and delivered within 7 months
• Received a letter of recommendation from the CBRN DT Team Leader for excellent workLetter of thanks from Ian Matthews, CBRN DT Team Leader:'The purpose of my Letter is to pass on my sincere thanks to you in achieving the release to service of the enhancement to the Light Role Team (LRT).The LRT forms part of a vital capability to allow deployment of UK armed forces in the UK and overseas, at short notice, to deal with a CBRN event. The requirement to enhance this capability with a number of complimentary detect capabilities was a complex project requiring careful management of programmatic and technical integration issues.Your expertise in managing this overall package of work, was exemplary and resulted in you delivering the enhanced LRT capability with all equipment related Defence Lines of Development within a challenging timeframe. During this project, you have become a master at acquiring security accreditation.Once again, thank you for your drive, determination and dedication to seeing this project to a very good conclusion.Ian MatthewsCBRN Team Leader'

Played an integral role as Programme Manager / Bid Manager leading on critical programmes and complex assignments due to established and relevant skills and the proven track record of delivering results. Headed up the bid management for a £1.8m contract and subsequent programme management of delivery of best of breed training simulation solutions. Other Bid Manager achievements and duties involved:• Awarded various multi-million pound contracts due to previous successes• Developed requirements from a challenging brief due to the fostering of effective customer relations• Delivered a 35% gross profit on contract through comprehensive programme management of the team including scoping all project schedules, governance and reviews and developing all financial KPIs

Bid Manager for LPPV / Foxhound Electronic Architecture tasked to manage the bidding process for the ultimately successful £35m Force Protection Europe (FPE) subcontractor agreement. This included the subsequent set up of all programme management schedules across multiple sites which achieved company sign off. Adapted and advised on broader customer programme delivery in recognition of approach and frameworks by invitation of FPE.

Programme Manager primarily responsible for developing and delivering a new business unit aligned to MoD models and for facilitating the provision of a customer single point of contact for force protection. • Meticulously planned and migrated all resources, budgets, key performance measures and operational tracking mechanisms / systems including support for all future business opportunities• Drew upon excellent organisational abilities by planning a 2 day off-site event to determine business strategy for the Force Protection Business Unit in order to address any customer needs

Programme managed the wider integration of the Future Integrated Soldier Technology (FIST) £100m programme for the MoD. Conducted a major review of the existing programme delivery structures, interfaces, platforms and risks and then transformed this into a recategorisation programme which streamlined operations and enabled the integration of all FIST platforms to be assessed consistently culminating in the reduction of overheads while guaranteeing quality.

Led on a successful £900,000 office automation bid from a £20m Defence Procurement Agency (DPA) contract. Other Project Manager accomplishments entailed:• Demonstrated advanced leadership skills and extensive strategic partner negotiations to deliver a complex brief while people managing 30 team members from Thales and 2 specialist partner organisations

Carried out concurrent project and programme management of SPOKE - the MoD system of systems vehicle as well as engineering management of special projects.

Project managed a major system solution delivery including motivating 3 hardware delivery teams and delivering a user-accepted and fully operational system deployment all within 14 months

Implemented 5 contracts across 40 sites with a combined worth of £2.2m for a major networking and office automation programme including supplier and subcontractor management.

Headed up the relocation of all ISTAR and communications assets during the refurbishment / move of a ‘key’ observation post and coordinated all communications to support covert operations often within hostile working environments.