Career break to evaluate work / life balance and career going forward

Mace Ltd – Global Projects and InfrastructureMarch 2018 – May 2019Project Management ConsultancyProviding consultancy support to various Clients in the nuclear and utility sectors for the development of the procurement, commercial and resource strategies for predominantly large (c.£500m) complex projects. Exploring opportunities in the clean energy and power generation sectors.In addition to business development tasks, significant Client embedded project roles include;May 2012 – February 2018Senior Project Manager - Hinkley Point C, NNB, EDF.Responsible for the direction and leadership of all activities associated with the full life cycle delivery of the £500m contract work assigned. Scope of work included various tunnels and other assets, both, onshore and offshore. The tunnel internal diameters ranged up to 7metres and are constructed by various techniques including TBM’s and SCL. The role was to build a team to ensure planning and delivery is in accordance with all safety, quality, time and cost parameters to meet the needs of the wider HPC Project. The post was a Nuclear Baseline role and therefore I acted in the role of Intelligent Customer as required to maintain Nuclear Safety. Due to the funding and regulatory framework around the project, effective communication with a range of stakeholders within the public and private sector was critical and this involved delivery of a number of presentations to demonstrate how my project was being effectively managed, risks controlled, opportunities maximised and learning from experience was embedded.

May 2011 – April 2012; Deputy Head of Utilities, CLM, ODA Delivery Partner.Programme management of the £350 million portfolio of Utilities projects that includes delivery of electrical networks, non-potable water and the energy centre and heating and cooling networks. This Programme is one of the most challenging and demanding across the Olympic Park with interfaces with all other projects and multiple stakeholders. The role involves supporting the individual project teams in delivering to time and budget and providing strategic direction with respect to the wider Programme. Change management is a principal feature of the role in understanding the impacts of change and managing its implementation. In addition, effective management of key stakeholders including the Client, GOE,OPLC and LOCOG, through regular reporting and escalation of emerging issues has been fundamental to the successful delivery of the Programme on time and within budget.Oct 2007 – April 2011; Senior Project Manager, CLM, ODA Delivery Partner.Primary Wastewater Infrastructure. Budget value £24.5million. Successfully delivered the complete project lifecycle on time and within budget. Scope consisted of over 2.5km of new sewer constructed by tunnelling and a new pumping station. Project included many challenges including tunnelling under 4No watercourse crossing, under 1No. Railway, over the HS1 tunnels, and through variable ground conditions.Energy Centre and Heating & Cooling Networks. Bespoke 40 year Concession Agreement based on a DBFO model between Joint Employers (ODA and SCDL) and Cofely (part of GDF Suez). The Agreement is to deliver 2No Energy Centres and over 16km of heating and cooling distribution pipework with associated plant rooms and controls. Successfully drove the construction delivery of this project through the key phases of the £100million capital investment into the commissioning whilst negotiating some complex contractual and commercial issues.

Senior Project Manager, Wastewater Capital Delivery-Responsible for the project management and delivery of a varied £80 million portfolio of waste network related infrastructure projects, the majority of which related to the alleviation of flood risk within the London area.-Preparation and delivery of papers to the Executive Management Team and CEO/CFO for project and funding approvals.-Liaison with various internal departments, external agencies, stakeholders and customers to facilitate the delivery of appropriate infrastructure solutions.-Negotiation and agreement of contract and other commercial arrangements with various consultants and contractors for project design and construction.June 2004 – June 2005Project Lead for Wastewater Alarm Strategy Project, Wastewater Operations-Responsible for the development, documentation and implementation of an alarm and response strategy for Waste Operations.-Lead a cross departmental team to develop, implement and review the procedures, systems and assets required to implement the strategy through a change management process.

January 2001 – June 2005Area Catchment Manager, Wastewater Operations-Manage and control the deployment, development and performance of multi-disciplined teams together with regular monitoring and evaluation of processes and service against performance indicators, quality standards, expenditure, statutory regulations and customer issues.-Responsible for the sewage treatment works and network pumping stations (serving a total population equivalent of 1 million).-Annual Operating budget of circa. £6million.-Management of the contract with the outsourced maintenance provider, to ensure the efficient delivery of maintenance services within the business plan.-Responsible for the strategic outlook and development of operational area with regards to personnel, assets, continued regulatory compliance and customer issues through a holistic catchment developed business plan.-Statutory and Company Health & Safety requirements, assessments and checks in accordance with a safe system of work.-Influence delivery of AMP III CAPEX projects within operational area.-Development of a Best Operating Practice and Incident Avoidance culture within the team.-Development of contingency plans, risk management techniques and event management.March 2000 - January 2001Area Team Leader, Wastewater Operations.September 1998 - March 2000Performance Improvement Group