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Programme Director / Project Director

Work Experience

Professional Profile

I am an Interim Manager, Senior Programme Director and Operations Director with over 25 years’ experience of delivering major engineering-based infrastructure projects, from business development to final implementation. Having managed teams of many hundreds of staff distributed across several countries, and budgets over £300 million, I have worked for and with global leaders including Bombardier, Mitsubishi, Babcock, Westinghouse and Invensys. Programme recovery is a speciality of mine, examples being the multi-billion dollar light rail link from Vancouver Airport, a waste management project in Germany and a heavy rail resignalling programme in Eastern England.

Having mastered many of the toughest challenges in the programme management industry, and being widely respected as a manager of clients, teams and money, I am now seeking challenging interim management roles where my extremely broad range of skills can meet demanding objectives.

Country Experience: UK; Canada; Germany; Japan; Mexico; Iran; Thailand; Belgium; Portugal; Russia; Bahrain; Malaysia; Australia; Ukraine; Bulgaria; China.

Since 2012: Owner, Managing Director and Interim Manager, Projects

Having been an interim manager for half of my career, and a Senior Director or Programme Director for most of it, I formed Projects Limited to offer companies:

• Interim Programme Directorship, either from the start of a programme through to its conclusion, or to turnaround a failing programme requiring new finance, governance, management, improved client relationships and/or expertise.

• Project delivery of Major infrastructure projects in heavy or light rail, power generation, utilities, materials handling, waste management or any other engineering focused industry.

• Business development leadership for major contracts, from initial expressions of interest through bid and pitch delivery, to due diligence.

• Interim General Management at Operations Director or Chief Operating Officer level where experience of managing huge, globally distributed teams and complex budgets in the hundreds of millions is required.



Aug 2012 to Apr 2013: Interim Programme Manager

Responsible for the Welsh Project delivery office of the MAFA Joint Venture of Colas Rail and Morgan Sindall, I was brought in to improve project performance and client relationships within a poor performing portfolio of multi-asset projects. Of note, I:
• Influenced the emerging strategy within the Joint Venture leadership team.
• Presented a strategy to improve poor design delivery and instigated the required changes within the portfolio.
• Improved client relationships against a difficult backdrop of late design and inadequate resources, using a policy of integrity and openness to influence the clients understanding and cooperation.
• Provided leadership and mentorship, resulting in improved performance and morale within the project teams.
• Carried out meaningful yearly reviews with team members and established/improved the required skill sets within the teams.
• Instigated and carried out a programme to both recruit and upgrade project team resources, resulting in fully resourced quality project teams.
• Delivered a major Rail commissioning success.
• Challenged and improved the safety performance of the portfolio.

2010-2012: Project Portfolio Director, Bombardier Transportation

Headhunted by Bombardier Transportation to take over their underperforming flagship contracts with London Underground, I was responsible for the operations and management of three major projects, including maintenance and rolling stock. I inherited contracts with financial problems and a deteriorating relationship with the client. Leading a team of over 100 multidisciplinary professionals, and managing a budget in excess of £300 million, over the last two years I have:

• Changed the management structure of the projects and their personnel. These new managers, through timely delivery, won back client confidence.

• Rejuvenated both performance and profitability by creating a lean (15% smaller), efficient and more responsive project team.

• Boosted Bombardier’s bottom line by reducing materials costs by 7%, and improving margins by more than 20%.

• Re-engineered the project’s governance structures and enforced compliance with correct processes and procedures, greatly improving project performance and client relationships.

2006-2010: Regional Director (Programme and Project Leadership), Invensys

After the rebranding of Westinghouse Rail by UK FTSE 100 company, Invensys, I was promoted to lead more than 130 professionals in the UK, Portugal, Canada and Germany, winning and delivering highly complicated and frequently very challenging heavy rail projects both in the United Kingdom and overseas. For example, I:

• Successfully implemented a business development strategy increasing annual sales from £19 million to £50 million within a targeted 4 years. I had full P&L responsibility.

• Influenced strategy at main board level, in particular shaping the evolution of delivery methodologies and programme monitoring metrics. I introduced a lean approach to projects and thus reduced staffing levels by 20%, whilst improving delivery performance.

• Up skilled and motivated multidisciplinary teams of project managers, and commercial, financial and engineering staff to deliver over the complete project lifecycle.

• Successfully delivered Invensys’ re-signalling contracts with Network Rail.

• Turned around Invensys’ contract to build a light rail extension from Vancouver International airport to the city centre in time for the 2010 winter Olympic Games, with a carefully considered partial replacement of the management team and drastic project overhaul. The Project was delivered 110 days early over a 51-month duration, with renewed client confidence.

• Built strong relationships with Network Rail and Bechtel, winning a £30 million contract for the resignalling of the Reading area.

• Led the bid, and won the £30 million resignalling contract for the Network Rail Thameslink project, then formed the project team and successfully delivered to schedule.

2003-2006: Project Delivery Director, Westinghouse Rail Systems

Promoted to Project Delivery Director, I had complete P&L responsibility for two UK-based offices, and 160 professionals. I led projects with a total value in excess of £50m sales per year, and a total portfolio in excess of £100m. Improving margins on large-scale railway signal development projects, I:

• Rescued a failing project in Kiel in Germany, reducing significant financial losses through improved governance, staff changes, and improved project management.

• Successfully delivered five signalling projects in Portugal.

• Led the successful bids for Westinghouse's resignalling of the Chiltern Lines and the new Heathrow Terminal 5 signalling, and then subsequently oversaw the contract’s successful delivery as Project Director.

2001-2003: Senior Project Manager/Deputy Project Director, Westinghouse Rail Systems

Headhunted by Westinghouse, I was tasked with revamping the problematic West Anglia Route Modernisation (WARM) railway signalling project. Leading Westinghouse's part of a consortium including McAlpine, AMEC Spie, Grant Rail and Network Rail on this £184 million project, I:

• Re-energised a demoralised team of 100 professionals, winning their renewed commitment to meeting the project’s original goals.

• Turned the project around, investigating flaws in current delivery, reinventing processes, and delivering WARM to time and within budget, with significantly improved margins.

• Was promoted to Deputy Projects Director of the WARM alliance.

• Made a significant contribution to the project winning the Railway Project of the Year Award for 2003 and the Network Rail Environmental Award.

1984-2001: Engineering Interim Management

As an interim manager I enjoyed a long and global career delivering, as a Project Director and Senior Project Manager, complicated engineering-based schemes principally for Japanese conglomerate, Mitsubishi, and UK engineering firm, Babcock. For example, in these interim roles I:

• Built a $1 billion steel plant in Iran for a consortium of Danieli and Mitsubishi, overcoming challenges caused by a highly political and demanding client, multi-national project team, continual safety concerns, export license problems and skilled labour shortages.

• Turned around a failing waste treatment company in Germany for Mitsubishi. Inheriting heavy losses and an appalling relationship with the client, I set up a company project structure and completed the project on time, with a 14% profit margin and a very satisfied client.

• Saved Mitsubishi significant losses by conducting due diligence on a proposed port facility in Malaysia and correctly advising against commencement of the project.

• Delivered to time and budget the design, supply, construction and commissioning of mechanical, electrical and pneumatic systems for £150 million aluminium smelting plant in Bahrain.

• Project directed from scratch the building of a $50 million sulphuric acid production plant in Mexico.

• Successfully managed to conclusion numerous other projects including building a bottling plant in Russia, and a copper smelter in Thailand.

• Project managed the conversion from oil to coal on a major power station in Northern Ireland.

• Saved a project to create a waste disposal facility in Belgium, diagnosing serious process shortcomings, restoring the delivery schedule and regaining client confidence.

Education

BA, Technology
HNC, Mechanical Engineering
City and Guilds, Full Technological Certificate
Member of the Chartered Management Institute (MCMI)
Member of the Institute of Engineering Designers (MIED)
Member of the Association of Project Managers (MAPM

Skills

Skills and Experiences: Interim Manager; Programme Director; Project Director; Operations Director; Consortium Management; Strategy; Leadership; People Management; Client Relationship Management; Safety Management; Joint Ventures and Alliances; Budget Management; Financial Management; Engineer; Project Turnaround/Recovery; Change/Transition Management; Business Development; Bid Preparation; Risk Analysis; Acquisitions; Integration; Heavy Rail; Light Rail; Power Generation; Utilities; Waste Management; Materials Handling.

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