In this short-term assignment, I was tasked with a brief to analyse and identify client delivery requirements and forge renewed trusting relationships with existing key stakeholders to plan programme schedules for enhanced business flow and delivery optimisation.Some of my key achievements were as follows:• Within this role, I created a year-long look ahead of business development and delivery works and activities, as well as associated resource management plan, to drive enhanced customer confidence and internal resource utilisation;• Here, I identified efficiencies by re-structuring project scheme delivery plans to reduce standard delivery timeframes by 25%;• Furthermore, I identified the means to reduce non recoverable business development costs by 33% through analysis and negotiation whilst also improving job margins by a factor of approximately 50% by focusing on task to resource allocations and associated sell rates for individual resources.

I played a key role by establishing and leading a high paced ICS Programme team in this high complexity, specification led, NEC contracted development programme worth £1.85bn at Heathrow Airport.As Programme Manager, I managed and spearheaded an initial discovery seed budget of £100k, successfully transforming the opportunity into a single source multi-million-pound contract set against a £100M budget My duties comprised of building an effective ICS team, helping the overarching Programme to shape strategy and plans and then the overall management for the delivery of all IT and ICS components, within a controlled and specified budget of £100m, to ensure accurate operational processes during and at completion of the construction programme within Heathrow Airport's central terminal area.I achieved the following in this job;• Secured preferred supplier status for delivery of the £100M IT Programme as well as £15M additional business;• Successfully built a high performing team of over 30; • Positioned company as leading trusted H&S partner on the Programme. My scope for this Programme included telephony & LAN cabling (fibre backbone cabling and Cat6a copper cabling), access control systems, radio & mobile telephony systems, wireless LAN, CCTV, baggage SCADA and building management system interfaces; along with replacement and relocation of a core network switch.This Programme was sadly paused indefinitely following the Covid 19 pandemic.

At Heathrow Airport, I undertook the role of Senior Project Manager to consolidate and upgrade CCTV Video Management Systems at Heathrow airport for improved surveillance and security. I delivered multiple sequential projects from inception to completion to form a business transformation programme, including commercial negotiation and contract authoring.As part of this role I led a team responsible for selecting optimum technology solutions to migrate 4 legacy VMS systems into one single campus wide solution capable of supporting over 50 different user organisations.Key achievements:• VMS supported more than 8,000 cameras, 500 viewing stations, and 50 independent user organisations;• I was able to a deliver successful programme within a live 365 24/7 operational environment with no major disruption;• Furthermore, I achieved award of "High Flyers Centre of Excellence Award for Excellence" by Heathrow for working and leading multi organisation alliance.Within other roles whilst at Heathrow Airport, I supervised small contracts to support Atkins on numerous bids and projects across HAL estate, while working on Terminal 2, T5, T5 Track Transit System and Heathrow Express rail to certify effective Project Management.

Responsibilities included agreeing a framework Quality Plan, establishing customer relationships and creation/submission of project bid material and subsequent commercial contracts for new business at London Heathrow. I was successful in signing circa £1.2M of additional business for Fujitsu and subsequently went onto manage the delivery of 4 separate projects at T2, T3, T4 and T3IB covering technologies from analogue phones and help points, WLAN, LAN, MAID, PAVA, IPTV to PMR and Cellular signals.

Responsibilities included delivering a portfolio of small projects. At peak this portfolio rose to 10 projects with budgets ranging from £50k-£200K. Resource management was critical to success as each of my projects resources were shared on a matrix system with other projects within the Programme.Fujitsu’s part in this contract was as a secondary service provider. I therefore reported into the primary contract holder, whilst also having a sensitive requirement to communicate directly with demanding end customers. As well as the standard Fujitsu processes and methodologies which needed to be followed, partner and customer methodologies and assurance processes also needed to be understood and adhered to. My performance whilst working on this account was recognised with excellent direct customer feedback, which at times caused disputes between customer stakeholders as to where my time would be focused. I resolved this by taking on a supervisory role providing guidance to other PMs who picked up certain projects within my portfolio.

Responsibilities included leading a team of up to 20 FTE to develop application technology and deliver a shared customer services help desk platform, including a disaster recovery capability, based upon virtual cloud technology. Total delivery cost exceeded £2M and expedited delivery safeguarded over £100M of new business revenue. The project was delivered during a strategic transition period for Fujitsu and I reported directly into a Senior Executive Management Team member daily due to the high value of revenue associated with the project.Two internal “Value In people” awards achieved during the course of this project.

Responsibilities included collaborative working with 5 sub contract companies to deliver MSP plans for inclusion into bid submissions for National ID card contracts worth up to £500M. All plans completed and submitted in timely fashion against challenging timelines.

Responsibilities included project management of an internal customer facing team, at the John Radcliffe hospital in Oxford, including planning, financial control and resource management.I joined this failing business change project mid lifecycle and played a large part in re-planning and turning around its fortunes to return it to a customer agreed baseline. Team motivation and customer relationship management were key.

Responsibilities included gathering and documenting information to explain project delays and working with an account commercial team to build delay cost claims against clients and sub contractors on a circa £500M contract. This was a new initiative, which I helped design and launch upon my arrival. In the first 3 months £14M in regained costs was secured.