In my current role, I am responsible for overseeing the management of corporate historic and commercial buildings, as well as assets, ensuring their efficient and proactive maintenance. I have a proven track record in managing Planned Preventative Maintenance (PPM) schedules, delivering capital works, and handling reactive maintenance and compliance management, including significant refurbishment, restoration, preservation, and repairs of historic and commercial properties. Key Responsibilities and Achievements:- Act as the “Informed Client” under CDM Regulations 2015, ensuring capital and revenue-funded building projects meet performance targets and deliver efficient, high-quality services to stakeholders.- Lead an in-house Civil Engineering team, responsible for surveying, maintenance, and project delivery related to un-adopted highways, pumping stations, car parks, and groundworks.- Developed a comprehensive building condition analysis tool and procedure, prioritising critical safety and building deterioration issues, while also establishing long-term budget plans.- Oversee capital works programmes for social housing, managing procurement, design, and specifications aligned with budgetary constraints and in compliance with regulations and health and safety legislation.- Collaborate with procurement teams to establish long-term contracts that ensure high-quality work and timely responses.

Initial position was Interface Manager, reviewing and assessing all contractual, operational and logistics engineering interfaces, their risks and mitigations. Once operational readiness was approved I was requested to project manage logistics supply chain for ship loose material (SOOG disconnected from the modules). Complex material from fabrication yards in S. Korea, and Italy through Russia, China, Europe, and Caspian Sea to a construction site in Kazakhstan for the Future Growth Project (FGP); a mega oil and gas project with a budget in excess of USD 35 Billion. I worked closely with Engineering, Fabrication, Construction and Freight Forwarding managers to plan, develop processes, deliver, and monitor performance using Lean Six Sigma:• Complex analysis projecting storage, packing/skidding, heavy lift, and shipping budget for S/OOG and bulk material with limited specifications or quantities defined. Actual cost within 1.6% of projected USD $68MM budget.• Analysis and implementation of infrastructure solutions to maintain shipping, rail, and road supply during COVID19.

I managed several projects for the Urgent Care (A&E) department working with Doctors and Nurses undertaking Lean Six Sigma analysis to realise opportunities and minimise risks, improving operational lead and lag metrics monitored by NHS England.• Rolling trend of A&E attendances, admissions as inpatient but discharged before moving to deep ward, direct GP referrals analysis based on specific condition prevalence and specific age demographics and admission forecasting.• Improved ambulance turn round times and patient flow through the A&E department.

Project Manager within PMO accountable for the project logistics infrastructure, supply chain and material management in support of the largest Upstream LNG energy project in East Australia. Successfully delivered the logistics and materials strategy, execution plan, CAPEX/OPEX budget and 3PL Freight Forwarding Service Contract. Secured savings of £31m on logistics budget and 30% ($12m) reduction in heavy haulage costs. Managed several projects with Agile project management and Lean Six Sigma quantitative and qualitative analysis:• Determined material & equipment forecasts, resource availability, transport routes, operational centre of gravity and supply base locations for a 15,000 well drilling programme over 30 years with 29 land drilling/workover rigs. Reduced freight kilometres by 79%. • Following Brisbane floods in 2011; defined Port infrastructure facility requirements, based on material flow and construction schedules for 6 sites. Business case approved and executed in a rapid timeframe.• Aviation - FI/FO of field construction, drilling and operations/maintenance personnel verses land transportation. Recommendations implemented included Aircraft type, flight frequency, airport location, CAPEX/OPEX budget.

Project Logistics (consultant) Delivered project logistics supply chain using Agile project management and Lean Six Sigma quantitative and qualitative analysis to identify infrastructure activities on the project execution critical path, determine marine resources, transhipment bases, and construction of material offloading facilities to receive equipment in 2011 through the North Eastern Russian Inland Waterways. Developed and gained partner approval for the Logistics Infrastructure Execution Plan and CAPEX/OPEX budget through working collaboratively with the client to understand and meet their expectations. Analysis was validated by the client and included in the Project Feasibility Report.

Delivered the Logistics Contracting Strategy, Execution Strategy, Execution Plan and Execution Management Plan. Identified and developed innovative logistics engineering solutions based on new and proven technology. Integrated multiple work streams into the Shell Integrated Project Management System (IPMS) that were scheduled, budgeted, resourced, and signed off against Shell’s Assurance process. Delivered projects using Agile project management and Lean Six Sigma quantitative and qualitative analysis:• Rock supply chain: identified opportunity to safely increase supply capacity from 2.1m/te to 8.7m/te per 7-month ice free season by introducing conveyors to meet critical offshore civil construction schedules. • Value Assurance Review by project Partners: analysis of Marine Operations should the Caspian Sea water level drop permanently below marine vessel operational draft capability. Technical document determined the likely hood of the risk, mitigations, and critical decision point for implementation and associated CAPEX/OPEX budget.

Managed the planning, coordination, optimisation, and delivery of Major Projects & Investment (MP&I) and multi-disciplined engineering maintenance for the SE rail infrastructure. Completed company six sigma training; utilising quantitative and qualitative analysis of defects and failure rates to determine and substantiate cyclical blocks negotiated with passenger and freight companies to facilitate major repairs and maintenance at key rail junctions, improving engineering annual and 5-year planning and budget forecasting.

I advanced from an apprentice mechanical engineer to WO1 Senior Engineer and commissioned to Captain supported by formal engineering, operational management, project management and leadership training qualifications. Captain Training Officer accountable for training 715 military and civilian multi-disciplined engineering & supply chain personnel within a major aeronautical workshop. Implemented and monitored technical training for the new Apache Helicopter to meet current and future global operational capability requirements. Completed System Approach to Training (SAT) (Army School of Training Support)WO1 Head of Engineering accountable for 130 multi-disciplined military engineers providing specialist support and material for operational critical assets, and sensitive specialist diagnostic/repair equipment in support of worldwide multi-national current and future operations in extreme hazardous environments.