I hold leadership responsibilities for €1 billion EMEA data centre project, with a focus on optimizing financial performance and profitability through the diligent application of established contractual and commercial practices. I carefully manage risk from the tender stage to project completion, successfully designing, implementing, and delivering commercial strategies that generate margin enhancement and foster team development. In the absence of a Project Director, I led the project management team, ensuring seamless coordination, effective communication, and successful project delivery within established timelines and budgets.Key Responsibilities:• Supervise and guide the commercial function throughout all project stages, ensuring effective bid preparation, contract execution, pre-construction activities, and procurement.• Direct teams handling commercial delivery and post-contract duties to ensure successful project outcomes.• Support business unit development by evaluating risks, providing commercial input, and ensuring adherence to company procedures.• Foster a positive team environment aligned with company values and standards.• Provide guidance on Health and Safety practices within the business.• Oversee monthly management accounts and financial planning processes to maximize financial results and ensure the accuracy of cost models.• Oversee project cash flow for each project.• Ensure compliance with internal procedures and external legislation in all commercial activities.• Maintain open communication with the Operations team to ensure they are fully informed about project status and financial progress.• Lead customer relationship management efforts and identify growth opportunities.• Manage commercial risk through review procedures and contract negotiations in line with company policies.• Collaborate closely with Business Finance Departments.• Provide guidance and resolution on dispute matters within the business area.

UK, client restricted info 132 kV to 11kV, 120 MVA SubstationThe development of a 132 kV/11 kV substation will provide backup 11 kV supplies (N+1) to support the construction of four data centres, The infrastructure includes offices, gatehouses, sub-stations, fuel storage, parking, fencing, landscaping, and related works. Two end structures will be built at the substation for two incoming 132kV feeders, with separate works for contestable and non-contestable items. This involves excavating and reinstating a 16.4km cable route for two circuits from the site to the substation and supplying two 120MVA transformers and a PASS M0H3 unit.North of Italy, Location & Client restrictedDC campus Power in northern Italy, which included the construction of multiple new Data Centre Buildings with an IT load of over 100 MW.Frankfurt Germany, Location FRA1 and FRA2 Client restricted infoUpgrade the current 52,200+m² of IT space and maximum IT load of 77.4MW to double the load capacity.UK and EUI oversee engineering, construction, and financial aspects of projects, Programmes, and Portfolios. My responsibilities included developing delivery strategies that meet employer requirements, proactively addressing client needs, and improving processes. I also identify and pursue opportunities with clients, establish systems to monitor, control, and account for project costs, and maintain cost-to-completion forecasts for each project stage. The end goal is to deliver projects within acceptable margins and timelines while ensuring safe environmental practices. UK and EUCreate protocols that satisfy the needs of the company and accurately depict current practices while also promoting substantial advancements in these domains. Collaborate across multiple fields to cultivate strong partnerships with our associates, assist in the risk management process to guarantee efficient recognition and regulation of Engineering and Business risks that may affect the project.

I have a proven track record of turning around underperforming projects by improving efficiency, reducing costs, and removing waste by using continuous improvement techniques. I have strong negotiation and relationship management skills, which help me to achieve desired results and outcomes. I am also skilled in cost management, procurement management, benchmarking, estimating, cost engineering, cost assurance, lean management, and project controls. I am passionate about developing myself and others, and I lead by example and communicate effectively.Commercial lead for a portfolio of 5 Portfolios and 6 Programmes with numerous projects, £75m with a growth forecast of £500m+ Capex with 6 water infrastructure clients over the next 3 years of a 5-year framework. Build the UK & NI Commercial and Procurement team, from graduate buyers to Procurement managers currently 38 and growing.Key liaison between our clients and Glan Agua for commercial matters.Implementing new UK & NI graduate programme for RICS and CIPS.Implementing and lead best practices for, commercial, finance and procurement. Review and lead revamp of all processes and procedures.Leading legal, law and financial governance, contractual and legal compliance for the UK, NI, and Ireland.

Associate Director for a portfolio of 5 programmes with 56 projects, Growth and Economy directorate and support the delivery of a secured £600m+ Capex capital infrastructure programme over the next 3-5 years. In what is a very diverse environment, operating across various streams including Housing Infrastructure Fund, Housing and Growth Deal, City Deal, LGF and internal funding sources, working with Government and partner agencies.As part of a bold venture to support the creation of up to 100,000 new homes, the Council has been successful in securing a £multi-million infrastructure investment programme that will transform Oxfordshire’s potential.Leading a team of 30 Commercial professionals, from quantity surveying to procurement and everything in between.

Provide expert professional advice covering HS2 infrastructure Costs to HS2 Clients (including but not limited to; Procurement Specialists, Cost / Contract Management Personnel, Estimators and Project Controls Managers).Maintain cost models to ensure accurate reporting of HS2 infrastructure costs.Reconcile the annualised cost profile against the agreed annual funding envelope.Work closely with the scheduling team to ensure integration and alignment of infrastructure cost models and schedules.The role involves engagement with other parts of the HS2 programme. This requires the ability to engage effectively with colleagues, hold their confidence and lead the debate on issues regarding cost management.Management of the cost drivers that define a project and convert engineering data into meaningful cost drivers, manage all aspects of direct and indirect costs.Responsible for providing strategic leadership and advice to Phase One and Phase Two in support of the overall programme cost baseline and the development of programme performance reports to articulate current performance; incl. Earned Value Management (EVM), forecasted costs and EAC pressures.Accountable for maintaining the unlet scope, budget, and cost forecasts ensuring early visibility of trends are being highlighted and acted upon accordingly, allowing HS2 Ltd executive to make decisions based upon real-time intelligence.Responsible for developing and leading the implementation of cost management and estimation standards, policies, and processes (incl. validation of cost performance data submitted by supply chain, EVM etc.) ensuring they are communicated and embedded across HS2.

Working for London Borough of Barnet’s Brent Cross Cricklewood Master Plan Development; including a new Thameslink Station, enabling works, which consists of the demolition of existing warehouse, sidings, construction of new waste transfer station, reconfiguration of A5 junction, transfer of existing waste transfer station to new site and demolition of existing waste transfer station to enable the construction of new Thameslink station, sidings and Train and freight operator Facilities. Writing Commercial processes and procedures to ensure efficient and effective use of resources to provide commercial support to the business, development and improvement of relationships within Project Teams and with Clients, subcontractors and suppliers, management of dispute resolution and contributing to the achievement of corporate strategy, targets and budget.Develop procedures which meet business requirements, and which reflect actual practice as well as encourage the project to deliver significant improvements in these areas. Working collaboratively across multiple disciplines fostering excellent relationships with our Partners and supporting the risk management process to ensure effective identification and control of Engineering and Business risks impacting the project.Leading a commercial, finance and procurement team of 19.

Working as the Lead cost Planning Manager in the National Support Service Team Network Rail leading a team of 28.Oversee and/or interrogate Network Rail Cost assurance for Unit cost data for all asset types.Providing support to all parties when required to enhance benchmarking studies, selecting and prioritizing benchmarking projects, identifying and selecting benchmarking partners, implementing and monitoring benchmarking through understanding business drivers and Performance measures, completing final outputs, lessons learnt, how to improve productivity, effectiveness and cost.Monitoring projects at stage gate 1 and 8 which are to be uploaded to the Cost assurance system as part of the cost feedback data repository process.Hold regular forums and meetings with key personnel in the investment programme IP and Programme areas.Develop processes and procedures for dealing with benchmarking requests. Improve commercial management relating to cost planning, Target cost and Benchmarking.Develop an effective audit plan for cost assurance encompassing, Engineering, Quality and supplier audits. Support the risk management process to ensure effective identification and control of Engineering and Business risks impacting the projects.LHR Airport Senior cost planning Manager for on and off-airport demolitions, new build / existing Hotels, warehousing and lorry parking, street reconfigurations, traffic lights and related utilities (including IoT, AI & data centres).

New Business Development, when no Bid Manager was available, I would lead the bid process to ensure that tender deliverables were produced in a timely and effective manner providing a total Sales Management solution.Ensuring Interim Applications for Payment are submitted and agreed upon within Contract timescales and payments due received on time, final accounts are resolved at the earliest opportunity, management of the maximisation of income and margin, oversee the procurement and management of Sub-Contract accounts, provide commercial advice to Executive, Estimating, Business Units and project teams and cross-functional team leadership.Oversee and/or interrogate design options and ‘value’ solutions, and if appropriate, identify the attractiveness of a project based on sound estimating principles. Reviewing customer drawings and specifications to prepare accurate costing sheets for materials, labour, and equipment. Reviewing tender documents and submission requirements, ensuring all financial information was identified and provided and accurate compliant design proposals were included. Ensuring the efficient operation of all systems under the Business Management System.

Through all RIBA stages, including manufacturing supply contracts for direct purchase, product development, supply chain management, inventory management, logistics management, cost control and financial analysis. Managed the station upgrade programme, from inception to close out, signalling contracts on SSR, Depot FM management including BMS, LU Property FM (retail, office and flats), L&E framework procurement through OJEU, Competefor and various tender portals. Commercially managed depot Operations, upgrades and enhancements, sustainability reviews, renewables business planning and renewables. MEP, Substation upgrades, HVAC upgrades and facility management system.Data Centre A. Obsolescent devices and platforms. This project migrated eight LU business services of the originally scoped ten from the Fujitsu-hosted data centre into the Newly built Woking data centre. Data Voice and Data Network – core migration from LAN to MAN The Metropolitan Area Network project delivered 69 migrations. 35 core sites, and 34 non-core sites.The migration of more than 14,800 users and 12,500 devices to the One London. Worked on the replacement of legacy desktops with Neoware thin client units and upgraded operating systems. Migration of eight London Underground applications from an external hosting solution (Fujitsu Services) into TfL’s Woking data centre and the completion of the programme of network migrations across 70 TfL sites and services. Delivery of the network zones in the Data Centre IM Service and Operations including site control, management and installations and the delivery of key tools and equipment to the site. The Enterprise Platform will deliver functionality to support migrations into the Data Centre. Delivered internal hosting capabilities for Your IM. Cost planning future works, completing feasibility studies for sponsors, liaising with stakeholders, contract and project risk identification, valuation avoidance, management, design out and transference.

Providing specialist strategic technical support to Portfolios, programmes and project teams within the London Underground Line Upgrade and Capital Project directorate. Terms of Reference, Business planning, Time and motion studies, Employee Time Analysis, Headcount Comparisons, Improving productivity, KPIs, Headwinds and Efficiencies, Key Factors, Directorate engagement modelling.Programme Capability, creating a contextually aligned organisation structure, achieving optimal project delivery performance, focussing on target-driven asset unit costs, creation of cost normalisation models, Identification of potential efficiency opportunities, Creation of Centre of Excellence, embedding processes to capture future, Prioritise data capture, Continuous Improvement and efficiencies versus embedment.Interrogating and establishing asset unit cost targets against which efficiencies can be measured, defining individual efficiency work streams, Identifying key cost, process and performance drivers of projects, individual assets or activity types. Supplied advice and gave guidance on data and analytical matters to the Benchmarking Analysis & Reviews team. Producing accessible and robust data fit for comparative analysis, identifying performance gaps, setting challenging but attainable targets, and adopting best practices to improve TfL’s & LU’s performance. Benchmarking the cost of project management with leading industry partners.

Managing the production of general civil engineering tenders. Developed an effective audit plan for the business unit encompassing systems that cover Engineering Quality, supplier audits and business analysis.

Pre-construction PQQ, enquires review and recommendations, estimating rail-related Civils and Mechanical and Electrical tenders.City of London Data Centre Server upgrade and Fibre network upgrade (excavation, laying and splicing etc).

Purchasing and implementing a new software estimating system replacing existing system implemented new process and procedures. Project experience included Metronet CRM Project (Cable route management) £3 million, Metronet Power Upgrade £35 million in various packages, including 22kV/11kV distribution transformers, Traction transformers, transformer rectifiers, plinths, and 59km of HV cabling.

Three project tenders won with Metronet more than 100million.Metronet Civils Maintenance & Inspections 70millionGroundwork's Framework Agreement - Metronet Alliance 30millionMetronet Fault Rectification Works 20millionIreland Roads Service Street Lighting Tender Bid 8million Ireland measures term contract for the maintenance and improvement of street lighting 10 million Process owner for estimating, ensuring continuous improvement, managing the Estimating function UK-wide, and managing the Estimating function for individual proposals.

Managing large quotation projects of £350k upwards covering portable water, wastewater multi utilities, and also managing the recovery of debt in Developer Services for works we have carried out.