Currently looking for my next assignmentCompleted Contract/Assignments; Most recent INTERIM MANAGEMENT/SERVICE MONITORING ROLE (PARIO) PFI Monitoring Management role – September 2022 to December 2022 (4 Month assignment)Sector - Healthcare PFIINTERIM MANAGEMENT/PM ROLE (KBR) Technical Lead - June 2021 to August 2022 (15 Month assignment)Sector – Central Government and Custody/Secure EnvironmentsAsset capture and Building Condition survey management INTERIM MANAGEMENT/PM ROLE (QINETIQ) Clerk of Works - November 2020 to June 2021 (6 Month assignment)Sector – DefenceProject Supervision and Quality ManagementINTERIM MANAGEMENT/PM ROLE (KBR) Technical Lead - August 2018 to January 2020 (6/18 Month assignment)Sector – HealthcareAsset capture and Building Condition survey managementINTERIM MANAGEMENT ROLE (N G BAILEY FACILITIES SERVICES LTD)Account Director - 2 November 2015 to 2 February 2016 (2/3 Month assignment)Sector – High End residentialHard FM service, Let property surveys and ProjectsINTERIM MANAGEMENT ROLE (G4S FACILITIES MANAGEMENT)Operations Director (Trinity Buoy Wharf Based) - 10 November 2014 to Current (Contract Complete 21 October 15)Sectors – Healthcare and EducationPFI

Interim (Step in) PFI Healthcare Defect and Fire Improvement works Project Manager role to cover 3 month sabbatical. Managing multiple projects circa £3m in value in the New Build, remodelled and retained parts of the Hospital.

Confirming and agreeing the scope of the monitoring role, reporting structures, engagements and expected outcomes utilising the current improvement plans to set the scene for the review period. Building and forming relationships and trust with the FM Co and other related parties. Daily support of the FM Co improvement plans and proactive engagement to assist delivering sustainable and demonstrable improvements, chairing, and producing accurate weekly formal progress meeting minutes.Providing the parties with weekly updates and a Final Summary report to allow early intervention & escalation and developing an improvement plan.Reviewing the FM Co monthly reporting data, identifying and reporting any gaps or misalignment, to support the FM Co action plans and gap analysis Indicated and outlined strategies to the FM Co to ensure the new systems and processes were introducedReviewed and monitored the asset management and PPM improvement progress, reporting any deficiencies in the asset capture and PPM planning. Identified the poor asset strategies that did not meet the Agreement obligations.Produced papers on the Hard FM delivery, for Project Co, where the obligations were not being met.Conducted site tours identifying any service requirements and H&S deficiencies. Reporting issues through the Site service desk for the correct SLA actions. Monitoring the remedial actions performance in terms of quality and response/completion times. Identified best practice to drive processes into the FM company site activities and establish a monitoring protocol to ensure compliance over the life of the remaining concession period.Reviewed and identified issues in the Life Cycle plans and reporting, indicating the required remedy, to the parties and the Life Cycle consultancy.Co-ordinated, on behalf of Project Co, the Trust/Capitec compliance audit process ensuring the FM company cooperate and provide the information requested. Minimising any deficiencies.

Asset capture and Building Condition survey lead for the Mechanical, Electrical and Fabric asset collection/verification and Full Unmeasured Fabric survey project, encompassing 630 of the GOV Property Directorate (MOJ & Home Office) diverse UK buildings.The project was delivered in phases inc a Pilot Phase utilising 4 teams of 5 Field Surveyors each with a Lead Surveyor. Managing and producing, a bespoke GOV PD biased Asset Hierarchy (1100 Asset lines), mapped to a LC cost model loaded into a WEB based asset collection and condition-based platform (Mobiess). Securing client approvals through version control milestones and delivering a test platform, fine-tuned through site surveys in a live environment. The data was also used to produce a Life Cycle replacement mapped to the CIBSE Guide M.Recruitment of asset surveyors, training material production and delivery of the Technical, operational and SHEQ training, for the Lead Surveyors & Surveyors. Also responsible for the Lead/Surveyors performance and dealing with any improvement issues and some replacement surveyors. Improvements made in terms of asset data collection quality (Circa 97-98%) through lessons learnt exercises, data consistency and speed through system and device initiatives. Some initiatives were developed with the platform service provider, working in partnership, and amending the platform and device Application to produce performance/validation reports and the high levels of quality consistent data.Produced KBR delivery procedures for the support team and Lead surveyors to assist with the client CAD Plan errors and major amendments. Carried out site and Desk Top QA on the collected data and managed the Data handover to the Platform service provider for CAFM integration. Reporting progress and any site, Lead/Surveyor and client issues.Producing all asset quality Bulletins, periodically and Alerts when required.

Project Supervision and Quality ManagementSupporting the Hard Service Project Managers, at RAF Boscombe Down and Smaller Southern sites, leading supply chain management improvements and driving Project Management excellence in a sustainable compliant manner. Supporting the Project Managers in writing requirement briefs as a client representative delivering CDM15 compliance. Carrying out in progress site monitoring and project completion handovers, ensuring all documentation is available and the H&S files are complete.

August 18 - March 2020Technical Asset Manager for KBR leading the Asset Hierarchy Technical asset capture and Fabric exception based survey achieving a 97% level of capture and accuracy. Developing and managing the agreed Asset Hierarchy through a robust change control.Testing and amending the achieved outputs to achieve a high level of asset capture detail and attributes.Managing a changing diverse NHS PS England in scope propertiesManaging the Quality Control and Assurance through the program & output criteria in line with an agreed procedure.Writing procedures, Surveryor training material, Surveyor Handbook, Technical Bulletins and alerts when required.Escalation lead for Technical requirements and at times programming.Lead auditor, desktop and site based.Producing progress reports, daily and weekly and highlighting issues to all parties.Team peaked at 10 surveyors and 2 leads adapting to the needs of the project.Dealing with Surveyor issues as and when required.Lead recruiting manager.Lead trainer from on boarding to refresher training when required.CIRCA 600 properties.

Reporting directly to the Technical Services Director responsible for the P&L of various hard services and Measured Term Contracts (Minor and Major works - NEC 3) focusing on contracts that need to be refreshed and returned to a good performance level. My Main duties include development of client opportunities and growth, addressing operational matters, commercial & Financial management, health, safety, quality and environmental support, planning and supporting budget compilation, cost management, training requirements, customer care and all other Integrated Management System implementation and monitoring;Contracts include;Royal Shakespeare CompanySTFC (Rutherford Appleton Laboratory and Daresbury Laboratory'sNHS SolentVarious London commercial contractsLondon Fire and Rescue (South)UCL - Howland Street and Mechanical Term service contractBirmingham City University (JP Building)Midlands and London Kier estatesCirca £10 M Revenue

Responsible for the Hard Service operational delivery, across the Grosvenor Mayfair and Belgravia Estate Account including replacement projects, growth and financial management. Driving the client relationship and improving the communications was a key part of this assignment along with the management of various contract improvement action Plans and programs utilising the Planon CAFM system and mobile technology.Improvements made in terms of financial EBIT position, asset and compliance/routine Planned Maintenance service deliverables, customer satisfaction, growth and through procedure developments, restructuring and team development. Annual Revenues circa £3m core plus £1m variable works

Operations Director and Manager for G4S FM supporting and direct responsibility of 20 Healthcare PFI Hard Service FMA's and a Large Education PFI contract in London Borough of Tower Hamlets circa £10 m annual revenues.Responsible for the re-engineering and re-mobilization of the above contracts along with day to operations to bring the contracts back into profitability and customer satisfaction. Corrective and improvement plans implemented and delivered to time and cost. Increased revenue and earnings through identification and closure of variations. Contract completed 21 October 15

I am currently responsible for a number of London based PFI and Traditional Facilities Management/service contracts in the public and private sector. This portfolio has a mix of Facilities Management, soft service and Hard service only requirements, all with Project/change management service requirements. I am responsible for the contract Life Cycle Fund management and hold the Sub contract representative title for all the PFI contracts along a Company Director responsibility for one the SPV 1 companies.

Responsible for a number of London based PFI and Traditional Facilities Management/service contracts in the public and private sector. This portfolio has a mix of Facilities Management, soft service and Hard service only requirements, all with Project/change management service requirements. I am responsible for the contract Life Cycle Fund management and hold the Sub contract representative title for all the PFI contracts along a Company Director responsibility for one the SPV 1 companies.

Hospital PFI, Education BSF and PFI schools responsibility

Part of Carillion Services Knowledge and transition team

Commenced as a Project Engineer promoted through to a GM reporting to the MD

Employed by the Property Services Agency and seconded to BMSW/BPD etc until the PSA was disbanded