I am currently responsible for the management of over 500 vehicles from 8 maintenance facilities across the West of England and Oxfordshire. The business includes local bus services as well as long distance coaching operations. Some of my main accountabilities and achievements thus far include leading the team of seven depot-based Fleet Engineers and an engineering maintenance function of over 230 employees across this complex multi-site operation, the formation of a succession and development plan within the engineering department which includes apprentice recruitment and all aspects of staff training and the introduction of a new skilled engineering staff structure to improve the company's ability to recruit and retain high-quality, skilled personnel. This Included development of the business case to outline current issues and fully cost the solutions.I have successfully managed the integration of two engineering departments after the decision to merge neighbouring companies, Stagecoach West and Stagecoach in Oxfordshire, which included an engineering team restructure, ensuring the right resource in all areas of the new business. I have also played a key role in the incorporation of new depot / business into the company after the acquisition of a local, independent operator, which included overseeing the TUPE transfer process and ensuring quick adoption of standardised Stagecoach maintenance policies and procedures.I continue to act as operational lead on various property and facilities upgrade projects. Two significant projects include the complete demolition and redevelopment of Bristol depot and installation of vehicle charging infrastructure at Oxford depot to allow the operation of 55 fully electric bus by start of 2024.

I was accountable for the maintenance of approximately 900 vehicles across 17 sites throughout Yorkshire and North East England. Main fleet comprised of diesel, diesel-hybrid and biomethane gas buses. My responsibilities and achievements included the leadership of "Engineering Excellence" project to improve engineering efficiency across the company, which included introduction of 5S principle and use of value stream mapping and route cause analysis in workshops, upgrade of workshop to allow in-house, safe maintenance of gas buses and delivery of maintenance cost savings through detailed cost analysis followed by the introduction of efficiency improvements, such as staffing adjustments, more favourable supplier contracts and standardisation of plant and equipment maintenance agreements.I took overall responsibility for the creation of the £17 million annual vehicle maintenance budget and £3 million property maintenance budget, as well as accountability for overall cost control and consistent delivery to budget to ensure the company hit all its financial targets.I also worked closely with local Fleet Engineer to improve engineering standards in a traditionally poor performing area of the region. Actions thus far have helped reduce lost mileage by 50%, significantly improve fleet appearance and generally stabilise depots.

I was responsible for the maintenance of 320 vehicles across 5 operating centres throughout West and North Yorkshire. My main responsibilities and achievements included the introduction of the IDT process (Information, Diagnostic & Triage) to analyse and reduce vehicle breakdown rates, which led to a 30% reduction in engineering lost mileage, selection of a new vehicle cleaning contractor after detailed analysis of bids from several prospective partners, development of in-house engine overhaul facility to reduce reliance on external suppliers and reduce major unit costs and organisation of several high-profile vehicle refurbishment programmes.

Working as a named transport manager, I was responsible for the complete management of 225 vehicles across 6 sites spread throughout North East Scotland. Fleet included traditional diesel drive train buses and coaches, as well as diesel-hybrid and hydrogen fuel-cell powered vehicles. My achievements and responsibilities included collaboration with various partners to start operation of 6 hydrogen fuel cell buses, leadership of 5 depot Engineering Managers, delivery of improvements in operators' license compliance through the introduction of better engineering practises and improvement of company safety culture such that all sites were considered low risk by internal audits at time of leaving company.

I was responsible for the total management of a fleet of 90 vehicles across 2 maintenance facilities. Role involved direct management of 35 maintenance staff including recruitment, attendance & productivity management, disciplinary & grievance procedures and general staff welfare. Key achievements include delivering £1.1 million maintenance budget, reduced total fleet fuel bill by 5% through targeted maintenance activities and managed integration of new depot into the company after acquisition.

I managed a team of 30 employees to maintain a fleet of 65 vehicles to company and DVSA standards, ensuring the workshop was run in the most efficient way. Workshop activities included servicing, major unit changes, accident repairs and MOT’s (+95% first time pass rate). As part of this role I also worked regularly with staff members on the shop floor to solve any technical problems.

Experience gained of all aspects of UK Bus business. Time spent working in accounts, traffic and commercial departments. Gained knowledge of domestic and EU drivers' regulations.

Software testing and development for vehicle ECU's

Led project to improve characteristics and energy consumption of steering systems