Shane Williams Email and Phone Number

Problem solving to define options for change; including organisation, process, technology, policy and culture change. Engaging stakeholders on change options and proposals, making the case for change, developing concept and detailed business cases, engagement approach and plans, and change delivery plans. Examples include designing and delivering a new Major Project delivery business in TfL; leading design options and proposals to improve Customer Operations in London Underground; reviewing and designing improvements to processes, roles and accountabilities across the asset lifecycle from strategy to delivery; and developing the business case for a centralised Operational Planning function.

Translate the vision of TfL Rail & Underground into clear strategies and actionable programmes for specific areas of the TfL organisation. The role includes problem definition, strategic thinking, strategy development and determining how to execute change.Achievements include: Leading a TfL Sponsorship Capability Programme. The programme identified existing issues with TfL Sponsorship capability and defined the core principles for Sponsorship in TfL; defined key processes for sponsorship of TfL's capital investment; created a TfL Sponsorship role family and competency framework; designed and delivered advanced training to over 100 staff who undertake a sponsor role in TfL; and created a pan-TfL sponsorship community to ensure ongoing development and sharing of best practice. Investment Change Programme: Led a discovery phase (including a spell as interim Change Director) to identify issues with R&U's delivery of capital investment, reporting findings and recommendations to Board level. Root cause analysis of the Heathrow T123 station project: undertook an independent root cause fault finding investigation of cost and time overruns of the Heathrow T123 project, presenting findings to Board level and ensuring key lessons were captured for application in other relevant projects.Determine the future desired culture for the development of LU trains operations staff as a pre-cursor for determining a future strategy and plan for the development of staff.

Manage the development and collation of LU's asset strategies and plans; setting overall strategic direction for LU's asset management and setting out 10 year cost, volume and performance forecasts as part of the wider LU & TfL business planning processes.

Leading a team responsible for defining Business Requirements from the Tube Public-Private Partnership Contracts. Acting as the Sponsor on the PPP Periodic Review Project; prioritising and defining contract specifications against business requirements, balancing risk, cost and customer benefits. Providing structure to a complex programme in order to plan and track delivery against contractual timescales.Worked on the joint steering committee with the Department for Transport and H.M.Treasury on determining the long-term future of Metronet when that organisation fell into administration in 2008.Managed a study and report into options for the integration of Tube Lines into TfL following the acquisition by TfL in 2010.

Manage planning liaison with LUL’s suppliers under the Tube Public Private Partnership contracts, and co-ordinate strategic reviews of supplier asset plans.Manage the corporate risk process within the Strategy & Service Development directorate, ensuring that risks are identified, quantified, and mitigated in line with the corporate risk management process.Support the LUL business planning process, co-ordinating inputs from across the business and reviewing projects for alignment with LUL’s strategic objectives.Manage small team of Planner level staff.

Manage production of LT’s quarterly service performance review against Government targets, which was published to Government ministers and key stakeholder groupsResearch and prepare inputs to business plans and presentations, co-ordinating inputs from across the business.Management of the departmental budget/accounts.

Devising, compiling and interpreting statistics from budgeting and financial data for presentation at management meetings.Monitoring of costs and production of invoices for installation contracts carried out by the contracting unit (notably re-signalling of the Docklands Light Railway, managing the VOWD calculations between the sub-contractor (LUL) and the prime contractor Alcatel (Canada)).Supervising a small team of staff interpreting client instructions to facilitate the preparation of works orders and cost management for projects.Passed Signalling Principles course.

Managing and processing import paperwork and duty payments. Managing preventative duties - rummaging of freight vehicles and scrutiny of import paperwork and duty payments.