Rob Dixon Email and Phone Number

Head of safety, sustainability, security and wellbeing on site and link to global.Retained previous role.

Generating strategic organisational resilience through optimising operations and cultural in manufacturing and support functions for growth. Integrating systems-thinking, analysis and planning in organisational performance transformation, generating engagement, cross-departmental collaboration, governance and risk structures. Improved ‘right first time’ operations from <60% to >85%. Multi-stakeholder relationship/cultural development on 1300-person site; liaison across global sites. Established new operational resilience department; recruited and developed delivery capacity through a structured development programme, subsequently adopted by HR&OD.

Manager of Fulford Vikings U19 football team

Humanitarian aid delivery to and evacuations from the frontline warfighting in Ukraine

Independent strategic assurance activity for the CEO of an EFL football club

Voluntary role for the Rugby League World Cup 2021, recruiting the volunteers to support the event in customer-facing and operational support roles. Additionally, requested to stay on and support operational planning.

Strategy, Performance, Safeguarding, Engagement and H&S. Governor from Sep 2016 ; Chair from Feb 2019.

Corporate Strategy. Leadership and Management. Enterprise Risk Management. Change Management. Contingency Planning. Financial Management. Organisational Resilience. Client Relationships. Safety Management. Board. Training Management. Business Development. Communication.Accountable for commercial performance and organisation development for technical operations to UK and international customers. Led day-to-day operations for all corporate areas and developed adaptive diversification strategy, risk framework, resource management and business continuity plan, operating on the board.

Leadership. Change Management. Programme Management. Safety Management. Strategic Planning. Organisational Resilience. Risk Management. Human Performance. Contingency Planning. Emergency Response. Assurance and Audit. Training Management. Regulation and Policy. Engagement.Designed and implemented strategic programme for management and governance of global fast jet operations. Led whole-system operations and cultural change programme in planning, implementation and daily management, directing 15000 personnel with diverse roles at 11 remote UK and international locations with oversight of £multi-bn assets and support organisations. Surpassed all objectives, improved capability through 40% increased asset availability, influenced process and culture change across all support organisations.

Leadership. Strategic Planning. International Governance. Humanitarian Operations. Crisis Response. Training Management. Diplomacy. Emergency Response.Led certification exercises for NATO response forces supporting international governance.One of three persons developing and delivering NATO certification training, comprising over 5000 training persons from 21 NATO nations, conducted simultaneously at 8 remote training locations in Europe, led 250 staff from 12 organisations and briefed audiences of up to 400. Liaison with and integration of UN Security Council and many International Organisations and Non-Governmental Organisations, engaging political, diplomatic, humanitarian, legal, military, infrastructure, economic and information domains.

Leadership. International Operations. Operations Planning. Change Management. Training Management. Project Management. Safety and Risk Management. Emergency Response and Contingency Planning. Human Performance. Standards. Instructor Duties.Leadership on international security and humanitarian operations with all planning, asset, training, administration and logistics management; plus, tactics and training development for all British military helicopters. Led cross-functional teams of 60 with £150m assets on dynamic international operations.Effective and efficient day-to-day running of the unit and training department in the UK and internationally; direct management of around 60 and oversight of further 100; emergency response planning and exercises.Project-managed the development and then led three annual instructor courses (classroom, simulation and live events) to support contingent operations - each course c20 staff, 30 students, 50 engineers, 5 support staff and in excess of £100m assets. Led a successful 72 hour project, coordinating multiple public sector and commercial partners, achieving strategic aim of £180m purchase of new assets. Planned 2 major international operations; Operations Officer during crisis resolution.