Supporting organisations in identifying commercial strategies to get the best outcomes

Providing advice on a complex strategic commercial matter

Responsible for management of this £33m business, developing a strategy that will position a disparate business from construction to retail for the future.

Responsible to the Board for the successful delivery of the Tyne Tunnel Concession providing a key infrastructure link between North and South Tyneside.

Responsible for managing the business which maintained the two Severn Crossings and operated the tolling for the remaining period up to the end of the Concession. Negotiated the arrangements for the successful transfer of the staff and assets to Highways England, protecting the interests of SRC's stakeholders.

Self-employed providing business strategy support and commercial consultancy to SME’s. Examples of commissions include: Relationship support to a bus operator with its LA clients to aid discussions on contracted services. Developed a new strategy to turn around a Municipal Bus Company’s economics. Advised to a public sector body on opportunities within its key transport provider relationships. This identified financial benefits of around £6m pa with no loss of service. Providing advice and analysis for a transport SME looking to break into the rail freight market. Enabled an SME jointly owned by two directors to split the business following a relationship breakdown, such that the existing commitments to customers and staff could be maintained.

Responsible to the Board for safety, commercial and financial performance of the business.ULTra was an international technology start-up business in the driverless transit vehicles, involving JV’s across North America, the Middle East and India.Appointed CEO in the aftermath of the October 2008 banking crisis which saw all imminent sales of PRT Systems cancelled. The company was placed in ‘Special Measures’. I changed the company’s sales strategy to target different markets such that we were able to demonstrate to potential investors that there was sales pipeline and thus value in the business.This, along with successful completion of the world’s first PRT system at Heathrow Terminal 5, created a competition for investment capital leading to sale of the business in 2011. This secured Ultra PRT’s long-term future. Established a coherent strategy for the future of the company by switching focus from Middle East/UK/Europe to emerging markets – principally India, and risk-tolerant US organisations. Wrote the company’s business plan and investment submission. Reduced costs to manage cash-burn within the business to ensure sufficient time remained to secure the sale of the company. Identified and secured an Indian business partner. Led business development in India resulting in award of major contract in Punjab using the Swiss Challenge model. Included presenting up to Indian cabinet minister level. Managed client and shareholder confidence to allow time to stabilise the company’s position. Oversaw the raising of additional funding to allow the Company to position itself for sale. Presented to and met widely with key transport clients in the UK (at ITA’s and DfT) and abroad.

Developed and mobilised an operations model for service delivery of the Personal Rapid Transit system at Heathrow for BAA. There is no comparable transit system and so this role has required fundamental consideration of the likely way in which customers will interact with the system, working with the client to achieve the standards BAA would wish to see in a passenger-facing system. Commercial negotiation of contracts in the USA, Canada, Middle East and UK.Developed an operating environment from first principles which allowed the first UK sign-off of a Safety Management System under ROGS legislation. Scope included maintenance, cleaning and operations via a Control Centre.

£8m complex package of civil and data works to improve the provision of traffic information to the Highways Agency. Successful in obtaining single preferred bidder status.

NTCC is a PFI contract based in the West Midlands with the Highways Agency as client. The client was highly-critical of service performance and a perceived failure to implement services. This led to a significant commercial renegotiation of various matters.Established and led a team to implement five high-profile technology-based projects within the Intelligent Traffic Systems environment,. This task required close liaison and relationship development with the client at the same time that a significant business and contract restructuring was being negotiated, all against a background of, initially at least, extremely negative client sentiment. Earned bonuses for NTCC of £700k and generated forward order book of £7m.Produced Treasury Green Book business cases on behalf of the Highways Agency for ministerial approval.

Restructuring of the business and service delivery, following the renegotiation of the PFI Contract into a Concession Agreement.  Implemented significant organisational and functional change that grew passenger revenue by 30% over 4 years whilst improving passenger satisfaction levels by 10% Rebuilt fractured relationships with TfGM in the aftermath of the failure of the PFI arrangements, creating a mutually beneficial relationship. Carried staff and trade unions through the complex path leading to Phase 3 of Metrolink expansion.

Represented Serco Limited in the complex negotiations to transform the failing Metrolink PFI under Altram into a financially viable direct concession between TfGM and Serco.

Following successfully bidding the £180m five year contract, responsible for the mobilisation and management of the business including through the difficult period immediately following the Hatfield Derailment. At the time of award it was the largest contract won to date by Serco.