- Definition and delivery of a programme to improve the planning and delivery of the car equipment heavy overhaul programme to meet legislative, OEM, throughput and budgetary requirements. - Meetings and discussions with car equipment material and LRU suppliers to establish the most effective and efficient method of overhauling key components.- Development of LEAN visualisation processes to track KPI performance and reliability activities.

- Development and delivery of a thorough track inspection programme across the main line and depot tracks on the Confederation Line.- Detailed analysis of track inspection and infrastructure asset information and production of a report identifying asset reliability and performance improvement opportunities for implementation by the infrastructure asset maintainers.

- Production and planned delivery of training documentation for Track and Signal failure investigation reliability inspection activities.- Development for implementation of revised standards, material changes and modified maintenance practices, to improve rail joint performance and asset reliability.

- The key client interface for the scoping, estimating, progress reporting and delivery of asset reliability, resilience, and improvement projects on the East London Line.- Programme management of all capital and revenue funded infrastructure projects across all asset areas from inception to completion and handback.- Production of monthly client, divisional project and commercial reports plus weekly asset performance indicators on project delivery against programme.- The project management and delivery of the SCADA replacement programme within the ELL control room and on the London Overground East London Line Stations.

- Production, award, and commercial management (via the contract management tool CEMAR) of an NEC4 construction contract for the delivery of project works.- Planning project management and delivery of engineering works at Colchester and Clacton Depots for the servicing of Class 720 and 745/55 stock via the NR GRIP assurance process.- Co-ordination and management of the production and approval of detailed engineering designs for on-site construction.- Handover and hand back of newly installed assets to operations and asset management

- Production and client approval of a business case for the implementation of a MAXIMO asset management system for the infrastructure assets on Transport for London, London Overground.- Project management of a multi-disciplined team for the design, development, user acceptance, training and implementation of an infrastructure asset management system.- Provision of technical advice and documentation for railway infrastructure asset renewal and maintenance tender submissions.

- Definition and delivery of activities to improve the system availability, reliability, upgrade and overhaul of Car Equipment (Rolling Stock) and Automatic Train Control systems.- Production and implementation of working instructions for the removal overhaul and replacement of the PA5 air break system.Introduction of LEAN visualisation processes to monitor and track KPI performance and reliability improvement activities. - Delivery of efficiency and process improvements to achieve $6m savings.

- Development and delivery of a programme that achieved a 42% reduction top 5 causes of significant service delays.- Production and delivery of training documentation for key Track, Signal and Car Equipment maintenance and overhaul activities.- Planning and management of a co-ordinated programme that achieved an 80% reduction in the number of asset related service delays recorded as ‘no cause found’.- Production of simple process documentation and on-site coaching of asset teams to improve quality of maintenance and key asset inspections- Engagement with client and key suppliers to identify and implement a programme of asset reliability improvements.

- Production of specialist technical and operational management documentation for infrastructure contracts and tenders - Business improvement analysis, planning and programme delivery - Specialist input and planning for transport infrastructure improvement programmes- Project management and delivery

-Leading an organisational change programme to deliver £15m savings over 5 years.- Chairing consultation of the proposed changes with 3 Trade Unions.- Production and delivery of transition /implementation plans for each asset work stream.- Development, approval and update of the safety case for the change programme.

- Accountable for leading and managing the Bakerloo, Central, Victoria and Waterloo & City (BCV) Lines Track, Civils & Signals Teams comprising of over 350 direct staff and contractors with an operating budget of £50m p.a.Consistent delivery of agreed whole life asset plans to time and budget- Developed and delivered plans to ensure the successful introduction of Night Tube on the Central and Victoria Lines.- Implemented lean continuous improvement plans that increased asset reliability by 30% over a 3yr period.- Design and delivery of plans for implementation by the senior team that consistently delivered high levels of employee engagement with visible and approachable leadership style.- Responsible for improving the safety culture of all track, signals and civils assets and staff operating on the BCV Lines- Successful delivery into operation of new signalling system onto the Victoria Line- Scoping and delivery to time and budget of business efficiency and change projects delivering £5m savings over a 3 year period. - Chair of the both Track and Signals functional and Health and Safety meetings between management and Trade Union’s for the consultation and implementation of change strategies.- Led on commercial and procurement negotiations to deliver key supplier contracts. - Senior Manager on call responsible for co-ordinating engineering response across LU Network to ensure the rapid and safe resumption of railway operations

- Leadership of Central Line Infrastructure Team of over 300 direct staff and contractors with an operating budget of £31m p.a. to deliver agreed annual asset plans- Accountable for improving the safety of the Central and Waterloo & City track and signals assets and maintenance staff - Implementing processes for the continuous performance improvement of Track, Signals and Automatic Train Control Assets on the Central and Waterloo & City Lines.- Maintaining and improving the reliability of all platform customer information systems.- Key interface with the business client and asset renewal project teams for the development and delivery of Track, Signals and Signalling control asset upgrade strategies and programmes.- Key customer contact for Central Line General Manager and team.

During this period I worked 2/3 days a week providing specialist technical input and producing documentation for Track, Civils and Signals maintenance and upgrade activities.

- Led the planning, resourcing, implementation and programme management of key business and asset performance improvement activities- Developed produced and implemented Safety Case changes to the LU Reference Manual delivering significant improvements to business efficiency and performance - Produced and implemented both operational and cultural change management programmes

- Leadership of the Maintenance Planning Team of 84 staff with a budget of £5m p.a. responsible for all planning activities including adverse weather.- Negotiation and agreement with LU Contracts of all service and performance attributions and Public Private Partnership contract claims to the value of £8m p.a.- Led the strategic planning, forecasting, procurement and provision of critical track protection contracts (£3.5m p.a.) to support maintenance and capital works- Management of the Fault Report Centre to meet contracted service level agreements.

- Designed and introduced the new line track organisational structures and working patterns devolving the centralised track function to line based management teams.- Management of Northern Line Track Team comprising of 119 staff with a budget of £7m p.a. capital funded track works on the NL £10 million p.a.- Interface with Major Projects to ensure that project plans met long term strategic objectives.

Initially appointed in 1982 as a trainee track technician I gained experience in all departments associated with track maintenance, renewals and operations. From Sept 1986 I worked in the Track New Works Section where I became involved in the design planning and installation of extensive track modernisation works including Terminal 4. In April 1989 I was appointed to the role Depot and Emergencies Manager and as such accountable for the track emergency squads (ERU) and response to all track failures across the LU network, the management of all LU track tamping and engineers train activities plus the maintenance and renewal of all track in LU's 6 major engineering depots.