Providing consultancy services to the Power Generation and Aerospace industries:• Business Development• Organisational Development / Transformation• Account Management / Value Creation• Stakeholder and Change Management• Business Restructuring / Right-sizing• Acquisitions / Divestments • Commercial and Contracts• Dispute Resolution• Exec / Non-Exec

Accountable for all Commercial activity across RR civil nuclear businesses (£200-250m p.a.) and functional responsibility for Customer Management. • Mobilised an effective commercial team and commercial discipline across business activity; particularly in contract handover and operations to deliver effective risk management and change control. • Member of the Civil Nuclear Exec including responsibility for ensuring effective governance, playing a key role in the performance of wider business management and strategic development. • Resolution of several complex disputes (>£100m in total) with suppliers, partners and utility customers across the Civil Nuclear portfolio.• Lead role negotiating major project acquisition, partnerships and strategic initiatives (up to £400m).• Aligned customer account management across 7 civil nuclear businesses to promote consolidated reporting and cross-selling.In Sept 2019, following the announcement of the sale of North American activities, I was seconded P/T into RR Civil Aero Procurement (reporting to CPO). Leading up to year-end, I was accountable for improving contract management disciplines in Operations delivering improvements of £3.4m cash (800% increase) and £16.8m of charges (200% increase).

Led DB interests for entering UK New Nuclear Build market. DB re-structured to create a Major Projects BU and my role was extended to include business and organisational development for major project delivery across both New Nuclear Build and Decommissioning markets. • Production/Maintenance of c. 20 tenders (~£1b) for Hinkley Point C, consisting of a range of sole- and partner-bids, • Key role in the development of DB’s Major Projects BU including establishing long-range and strategic plans to support the development of investment programme

Recruited by CS to develop and deliver CS consultancy services to the UK Nuclear Sector. • Identified CS differentiators to align to FEED study stages of asset management and capital programmes in Nuclear Decommissioning. • Used asset condition assessments, optioneering and feasibility studies, supported by cost-benefit models to provide evidence for business case and safety case justification.• Secured a managed service contract to provide 35 staff to reinforce client-side project delivery capability over a capital works programme.

Appointed to implement a change programme to secure and deliver competitively bid turnkey projects. As a new member of an executive team I challenged the status quo through constructive challenge based on my previous Electrical Supply Industry experience. • Doubled hit-rate of winning bids by improving bid production techniques and a stronger gated-process• Improved cost planning and risk management models opening up opportunities to fixed price and ultimately NEC3 target price contracts• Led the integration of three separately acquired business-winning functions.Partnered with industry stakeholders to develop BIG capability in the pre-build, construction, operation and decommissioning phases of the new nuclear build market in the UK and overseas. Created value propositions to potential customers and partners together with the approval of the associated internal business cases. Key Achievements,• Pre-qualification for mechanical and electrical supply and installation packages for EdF, Areva NP and Alstom for EPR and ATMEA technologies (>£1bn of scope for Hinkley Point C NPP.• Formation of strategic partnerships with international suppliers.

Responsible for the implementation of commercial management capability and management-reporting systems for a new programme management business unit (£60m p.a. NEC3 utility asset management framework). Leading a team of 10 surveyors to deliver systematic improvements to, and visibility of, operational improvements in cost value management.

Part of the Senior Management Team delivering turnkey electrical substation projects for National Grid and DNO’s. Key achievements included rationalizing the supply-base outside of internal / ‘preferred’ suppliers to <10% of procurement volume (from 60%) and the resolution of disputes c. £5m through adjudication and ADR.