Project Management & Project Engineering on a new build glass facility inc. of new glass furnace. I currently have full end to end responsibility for 3 main projects which involve ensuring that the design /Specification is correct to meet the end user requirements, developing the program/plan, identification/liaison/award withprincipal contractors, installation and commissioning. The projects encompass the relocation/upgrade of equipment from anexisting factory also the complete new build of a fully operational container line.I also offer engineering/operational expertise on all other aspects of the new build factory inc. of the new glass furnace installation. My advice is not limited to just mechanical issues as I have a wide variety of experience, so I offer opinion onstructural steelwork, civil packages, and operational issues.My prime current objectives on the new build furnace are ensuring all the necessary services, Hydrogen, Oxygen, Natural Gas,Compressed Air, Cooling Water, Diesel, Biofuels inclusive of all the necessary plant, steelwork, civil works are completed ontime. This has included designing all the pipe routes and advising/ensuring that all the requirements of the various regulationshave been adhered to. The day-to-day management /problem solving of all onsite contractors.

12-month contract completed, as a project manager within the site strategy team the role entailed liaison with all Jaguar project Teams and the operations teams to ensure that coordination of the projects for conversion to electric vehicles could occur whilstmaintaining business as usual for the current production models due to competing interests for the same footprints. This involved delicate negotiations with the competing stakeholders to facilitate and influence an agreed solution to the majorinvestments that were taking place.In summary the main requirements of the role involved:• Appling and developing the site strategy process.• Developing and maintaining excellent working relationships with key stakeholders. • Developing the site layout 15-year vision post combustion engine production• Creating and maintaining the site strategy brochure.• Helping lead regular reviews of the site strategy meeting. • Liaising with key stakeholders to ensure consistency with overall manufacturing strategies.• Assessing and highlighting the relative merits/issues of competing demands for manufacturing space.• Assessing the scale of projects and tailoring the responses proportionately.

Conversion of a Peugeot Boxer LWB van into a camper van for personal use.

Director – purchase/conversion of Victorian high street property for utilization as a business, operating as a bar restaurant. This included the project management of a full refurbishment/renovation/fit out of a 3-storey high street Victorian property. The project was inclusive of the commercial and residential areas of the property, the commercial aspect being converted into a new bar/restaurant. Once operations commenced, I was responsible for all the accounts, office requirements, staff recruitment and wellbeing, stock maintenance and any ongoing maintenance requirements. I would also help as and when required in the bar and restaurant to ensure customer satisfaction.

The main aim of my role in managing the asset management team is to ensure that the entire asset portfolio for the Mersey Division is managed correctly within the asset management system. Providing both operational and strategic asset management support whilst putting the correct policies, procedures and systems in place. This has been achieved through initiating and promoting asset management throughout the business and ensuring good engineering practices are in place. Therefore ensuring that all assets have the correct care and capital interventions so as asset condition is maintained. As asset custodians utilizing the correct governance mechanisms any potential risks are managed or negated throughout the whole asset life cycle. The journey required putting in place a number if inter related project plans that covered implementation, documentation requirements, the required engineering practices to be implemented along with a communication and auditing strategy. The plans also had to be intrinsically linked to operational and business requirements so as to facilitate maximum value and performance throughout the life cycle of the asset. The maturity of asset management in the business has allowed an increased influence within the decision making processes at all levels of the business. This has ensured that the required policies, procedures, systems and principles are embedded and sustainable.

Mechanical & Civil Infrastructure Manager, I had full responsibility for all of the Port of Liverpool’s infrastructure assets inclusive of facilities management. During this time my main responsibilities involved stabilization of the engineering team coupled with asset condition surveys and improvement programs to bring assets back to the required standard both technically and aesthetically. The remit within this role was inclusive of ensuring the correct maintenance programs were put in place within the computer maintenance management system (Q4) to ensure sustainability of all critical assets moving forward.

The main aim of my role within this traditionally unionised environment was to help change the culture and motivate the workforce to work with the company in order to stabilise and improve the efficiency of the plant. This was achieved by utilising a proactive -hands on- and listening approach to management, ensuring that the workforce knowledge and experience was harnessed. This was achieved through the implementation of a new organizational structure, building shift teams with the correct management supervision, setting individual and team objectives, introducing lean manufacturing principles and developing a maintenance system that ensured maximum reliability of all equipment.

My main responsibility was to commission and manage a new 7.5M manufacturing facility that employed 87 people. This incorporated the development of a sustainable organizational structure that would ensure the principles of lean manufacturing became embedded. There was also the requirement to develop a dynamic maintenance system that ensured maximum reliability of all the new equipment and that was a more proactive approach to the traditional methods that were utilized. I was also responsible for breaking down pre-existing barriers to change and demarcation through strong leadership and a proactive approach to people management.

As Operations Manager and part of the senior management team I had responsibility for 85% of the work force within this 24/7 operation. My remit included all issues involving production, engineering, projects, safety, quality and the environment. I therefore had KPI and objectives that mirrored this responsibility and where aimed at helping the company achieve its overall objectives. I was also tasked with changing the culture, to foster an environment that was both flexible and conducive to change within what was a highly unionized environment. I achieved this goal by having a hands on approach to management, strong leadership and by empowering people to take responsibility for their actions. This therefore allowed the introduction of continuous improvement techniques and teamwork initiatives.

A multi-product, plastics and fibre facility incorporating three divisions, blow mould, paper products and plastics extrusion. My responsibilities as part of the senior management team covered all engineering issues relating to the site from both an operational perspective and strategically. My objectives therefore mirrored the business objective of ensuring sustainable growth. The main operational objectives included ensuring maximum machine reliability, increased machine availability, reduction of un-planned downtime and improvement of the right first time ratio ensuring improved material yield. This was achieved through close budgetary control, re-structuring of the engineering department to aid sustainability, in tandem with new systems and working practices encompassing a new PPM system, TPM, 5’s, RCM, CBM methodologies and the introduction of key performance measures. The new structure, maintenance systems and working practices ensured that on average a 10% reduction in un-planned downtime was sustained achieving an OEE in the region of 85% consistently. The right first time ratio also increased and therefore improved yield by 5%. Strategic sustainability was achieved in two areas, firstly through the introduction of a focused training program for all technicians to enhance skills and knowledge whilst developing multi-skilled individuals with the flexibility required for the future. NVQ qualifications were also introduced along with an apprentice training program. Secondly through a focused and targeted capital maintenance program that utilized factual data from the new systems to ensure investment was in the areas that helped to achieve the business objectives. The program culminated in a 6M investment for a new blow mould facility my responsibility therefore encompassed the full project cycle from conception to justification. Installation to commissioning and subsequently full handover to operations.