Tim Mann Mba Ceng Email & Phone Number

Hermitage Castle

Hermitage Castle Steward, working for the lead body responsible for the historicenvironment and ancient monuments in Scotland. Providing the best experience for visitors to this iconic and remote Scottish Borders site. Ambassador for Scottish tourism with diverse groups of people from all corners of the world. Duties include all aspects of customer service and support.

Scotland, United Kingdom

Volunteer motorcycle rider/driver for Dumfries and Galloway Blood Bikes. 24/7 transportation of lifesaving medical supplies and samples between NHS hospitals and other locations in SW Scotland.

Cumbria, England, United Kingdom

Effective 1 June 2021. Provision of independent advice and recommendations to the Police and Crime Commissioner and Chief Constable on the adequacy of the governance and risk management frameworks, the internal control environment and financial reporting, thereby helping to ensure efficient and effective assurance arrangements are in place.

United Kingdom

Consultant providing engineering, governance and management expertise. Engagements focussed on programme/project efficiency, business transformation and performance increase. Project experience includes recent role as governance/change agent for global Aerospace & Defence company.

Paisley, United Kingdom

Key Achievements: Led initiative to gain International Air Transport Association Operational Safety Audit (IOSA) accreditation for Loganair to adopt internationally accepted safety standards and facilitate codeshares with other air-lines. Alignment of documentation control and training with industry standard best international practice.Selected by Loganair Chief Executive to invigorate the previously independent Safety, Compliance and Security sections into one single leadership high-profile Directorate. Policy for ensuring all aspects of airline operation are delivered safely, with the highest level of security and all activities are legally compliant with relevant regulations and implementing best practice. Responsible for Safety Management System, all Incident Reporting and investigations as well as the Loganair Emergency Response Plan. Control and co-ordination of internal and external auditing for all company functions in line with Civil Aviation Authority (CAA) and European Aviation Safety Authority standards. Directed risk-based Management of Change system for all company strategic business change programmes. Drove programme to obtain International Air Transport Association Operational Safety Audit (IOSA) accreditation for Loganair to adopt internationally accepted safety standards and facilitate codeshares with other airlines. Close co-operation with regional airports, Oil and Gas helicopter operations and Highlands and Islands Airports Limited to ensure smooth operations. Close liaison with CAA policy makers and audit/inspection departments. In charge of all security for the airline, with responsibilities ranging from policy regarding unauthorised/illegal passengers to safe airport operations. Directed programme to align OHSE processes and reporting with ISO standard.

Muscat, Sultanate Of Oman

Key achievement: Commander of the Royal Air Force of Oman agreed my recommendation that the Quality and Safety Management Systems should be aligned with International Standards. Devised plan and drove transformational change programme for 4000 air force personnel to implement and align Quality and Safety culture with ISO 9001:2015 and OHSAS 18001:2007. Personally authored, marketed and published the new publications. Major change programme involving multi-level/disciplinary/culture teams. Successful introduction of infrastructure, organisation, publications, training programme, audit programme and teams.Hand picked by Head of RAFO to head up the implementation and operation of a major change programme to bring the Quality and Safety management system in line with International Standards. Directed high pressure, complex workload to determine strategy for introduction and implementation of Quality and Safety culture. Convinced key personnel of opportunities presented by new strategies through matrix management whilst maintaining awareness of cultural differences. Introduction of performance management and closed loop continuous improvement practices for all RAFO support processes.

Muscat, Sultanate Of Oman

Key achievement: Successful maintenance of engineering standards during largest aircraft re-equipment programme since beginning of RAFO; amongst others these included the Airbus 320 and the Eurofighter Typhoon. Selected to be senior UK Air Force engineer in Oman. Identified major opportunity to create new engineering instructions and guidance publications in line with modern standards. Developed engineering policy into workable strategy with associated review and meeting structure with up-to-date publications and documentation. Chief engineering airworthiness adviser to the Director of Engineering. Developed effective Flight Safety, Engineering Airworthiness and Closed Loop Quality System. Able to analyse complex situations calmly, grasping intricate concepts and implement value-based solutions in a truly culturally diverse environment. Also responsible for sponsoring all Engineering training at the Air Force Technical College.

Riyadh

Key achievement: Major cost saving of equivalent £10M of manhours by adoption of new electronic tasking and tracking system for UK MOD, BAE Systems and Royal Saudi Air Force. Senior UK MOD Tornado and Hawk aircraft engineer adviser. Directed all tasking for acquisition, engineering, logistics, training and commercial support of Tornado and Hawk aircraft. Two-way oversight responsibility for government-to-government contract. Massive (national level) budget implications for all decisions. Identified opportunity to optimise bespoke IT system for recording and tracking status of technical support and tasking correspondence for UK MOD, Saudi and BAE Systems and was selected by the Director General (CEO) to implement the system. Successful delivery of system on time and to cost, saving approx £10M over 5 year period.

Al Udeid Air Base, Qatar

Key achievement: Devised holistic programme to improve morale whilst successfully ensuring availability of aircraft in a high pressure operational environment. Honoured to host Royal Visit as well as numerouspolitical and media visitors.Appointed to command (Managing Director) over 500 personnel on six month operational deployment to Middle East air base conducting multi-national operations in Iraq and Afghanistan. Personally directed, developed and co-ordinated all base support, aircraft availability, engineering airworthiness, manpower and resources in support of operations. Also established procedures for safe handling of transit aircraft and passengers. Improved engineering and administrative control of all air assets and personnel on the EAW to meet the operational requirement. Additionally required to act as Chief of Staff to the CEO for all Middle East operations. Carried out weekly and ad hoc briefings to senior executive officers, political representatives and press. Secondary function as Chief of Staff 83 Expeditionary Air Group (EAG) (Op TELIC and Op HERRICK), reporting to Air Officer Commanding 83 EAG and with specific engineering responsibility for Standards and Practices throughout both operational theatres.

Royal Air Force St Athan, South Glamorgan

Command appointment (managing director) of 300 engineering personnel with worldwide responsibility for tri-Service fixed wing aircraft deep structural airframe repairs, aircraft repair Design Authority and mechanical design drawing offices, aircraft post-crash recovery and salvage and transportation. Capabilities included aircraft weighing as well as NDT. The Unit was a fully deployable depth maintenance repair organisation with the primary task of providing support to air operations in the deployed operational environment. Secondary function was training of RAF and external customer personnel in aircraft structural repair techniques. Unusual for a military organisation, it was fully ISO 9001 accredited due to the close links with civilian design organisations. Initiated alignment of FS(FW) capabilities with new expeditionary Iraq/Afghanistan ORBAT. Project manager for initiative to Lean FS(FW) activities and physically relocate to more relevant sites.Successfully challenged ministerial decision to keep the vital deployable aircraftrepair and recovery organisation in the supporting Defence Logistics Organisation. Identified potential to increase relevance of Forward Support (Fixed Wing) for future operations. Used my strategic vision and powers of persuasion to argue that the organisation had an operational role and should be taken out of the DLO to become an Air Combat Support Unit and be relocated to the operational logistics hub. Successfully convinced my hierarchy and peers at MOD HQ that this would keep the organisation relevant in the modern military framework as well as being in the better operational interests of the RAF and RN. Devised plans to reform the repair component as 71 (IR) Sqn and relocate to Wittering while the aircraft recovery and transportation component became JARTS at Boscombe Down. The organisation has since grown significantly in importance and become an integral part of military operations as an Air Combat Support Unit.

Royal Air Force Wyton, Cambs

Head of Integrated Project Team (SO1) component responsible for controlling engineering, procurement, support and post-design services for Jaguar, Canberra and Hawk aero-engines. This included responsibility for all Spares and Repair contracts. Commercially aware. Engineering Authority, Airworthiness and financial delegations. Massive change management and leaning programme due to Defence cuts. Exceeded requirement for budget cuts without loss of capability. Co-ordinated and led RAF recovery of Jaguar fighter engine after major design flaw by Rolls-Royce - major team working exercise.Drove strategic initiative with Rolls-Royce to produce ground-breaking support solution for Jaguarfighter and Hawk trainer aero-engines. Generated estimated whole life savings of £200M. Contract becamemodel adopted by many other MOD teams. Replaced distrust of industry and hostility with partneredteam approach.• Worked closely with Rolls-Royce to identify mutually beneficial major spares recovery, modulematchingand disposal programmes for Adour and Avon jet engines, saving about £35M budget.

Mod Abbey Wood, Bristol, Avon

Consulting role to IPTs to ensure all aspects of programme supportability, inc cost of ownership and whole life costs, covered during acquisition process. Business case scrutiny prior to ministerial approval for all associated programmes and requirements.

United States Air Force Base Langley, Virginia

LGMP/XRSP. Support of propulsion systems for all Air Combat Command aircraft. Specialising in GE engines (F-16, B-1, B-2, U-2). Optimisation of spares pipeline. Head of Engine Trending and Diagnostics Group - championed introduction of LEO JetSCAN SEM/EDX morphological diagnostics for F-16 engine bearing breakup, greatly reducing engine failure as cause for aircraft accidents.Successfully briefed American 4-Star General to release funds for emergency introduction of scanningelectron microscope to detect onset of engine failures in F-16 fighters preventing further loss of fighteraircraft and pilots. Drove change programme to introduce equipment in very short timescale. Preventedfurther loss of aircraft.

Mount Pleasant Airfield, Falkland Islands

Senior aircraft engineer officer for Tornado, Hercules, VC10, Chinook, Sea King and Tristar aircraft based at Mount Pleasant. Also responsible for armaments and explosive ordnance disposal throughout Falklands and South Georgia.

Raf St Athan, South Glamorgan

In command. Third line, depth maintenance of all RAF Tornado GR1 and GR4 aircraft. 360 personnel. Additional responsibility for input standard of Tornado GR1s to BAE Systems for mid-life update to GR4.

Lossiemouth, Leuchars And Harrogate

1991-1995 Harrogate - Support Authority for airborne mechanical, hydraulic, pneumatic, cryogenic and elastomeric components. 1987-1991 Leuchars - OC Tornado Eng Project Team and OC Tornado Aircraft Servicing Flight.1986-1988 Lossiemouth - Junior Engineer Officer 226 Operational Conversion Unit - Jaguars.1985-1986 Royal Air Force College Cranwell - Initial Officer Training (82 IOT) and Department of Specialist Ground Training (DSGT), Basic Aerosystems Engineering Course (32 BAEC)

Derby, United Kingdom

All marks of RB211 engine operating with airlines worldwide

Derby, United Kingdom

Responsible for field support of combustion and High Pressure turbine for all marks of RB211 operating with the airlines worldwide.

Derby, United Kingdom

Imperial College Thick Sandwich Total Technology Mechanical Engineering Degree, transferred to UMIST in 1978. Full RR Design and Machine Workshop ApprenticeshipBridging year at Derby Technical College (now University of Derby)Work placements in Adour Product Support, Technical Design, RB211 Development and RB211 Product Support

Master Of Business Administration (M.B.A.), Business Administration And Management, General, Masters

Henley Business School, Greenland's Campus, University of Reading

Level 7 Certificate, Professional Consulting, Pass

Bachelor'S Degree, Mechanical Engineering, Honours 2:2

Activities and Societies: Gliding (RAF Dishforth), Rugby Club, Motorcycle Club, Target Shooting Department of Mechanical Engineering.

High School, Physics, Chemistry, Mathematics, General Paper, 4 X A-Levels

Activities and Societies: Combined Cadet Force (RAF), Mountain Walking, Sailing, Gliding, Caving, Woodwork, Rugby, Cricket, Target.