Colas Rail Ltd
Colas Rail (Engineering) – Senior Project Manager in-charge of the Swindon design consultancy office in support of the Western MAFA (Multi Asset Framework Agreement) for the Colas Rail / Morgan Sindall Joint Venture. Managing the throughput of tenders and project for GRIP 3, GRIP 4 and GRIP 5 projects.
Our consultants role is to manage multi-disciplined teams (Signalling, Telecoms, Civils, E&P, M&E and P-way) to ensure the prompt delivery of designs, specifications and support documents right first time.
Our consultants role undertakes efficient programme management by managing Project Managers to deliver multiple projects on time, to the right quality and to the required margins. I’m also one of the key points of contact between the Western MAFA Engineering team, the Colas Rail / Morgan Sindall Joint Venture and Network Rail
Installation Project Services
Project Manager in charge of delivering OPO contract to both BCV and SSL structures within London Underground. The BCV solution was based on multiple camera to monitors solution, whilst SSL was a majority mirror solution. Both projects are being delivered to demanding timescales and customer expectations.
A part of this role is to also deliver two asset stabilisation projects in to London Underground, by planning and delivering works in accordance with the scope requirement allowing compliant station modifications to be delivered on time, to budget and to requirement.
At IPS our consultant is a key stakeholder in delivering continuous improvement to the company to ensure that we learn from not only our failures or mistakes, but to also learn from successes.
Linbrooke Services Ltd
Head of Power Division in charge of workstreams including minor works, 11Kv work, 33KV works and 66Kv works. These workstreams include DNO’s throughout the UK and Network Rail infrastructures.
The duties of the consultant included the management of civils works, direct resources and sub contractors deployed on PFI schemes, Rectification, main HV works and Network Rail 25Kv works. Other responsibly includes the control and creation of budgets, discipline of direct resource, report writing to both Customer and Linbrooke board level, stakeholder management and account management of key account contacts.
Responsibilities, as a senior manager for the Operations, Procurement, Accounts and the Projects Departments. A 24/6 operation employing 140 permanent staff plus casual labour on a continental shift pattern. Company turnover of 36m. Role includes creation of budgets / business plans and monitoring of spend, all departmental resourcing including Human Resources and discipline, continuous process improvements, Quality and other initiatives. I Our consultant was also placed in charge of tendering and contractual agreements between company and customers including contract start up, Quantity Surveying and accountability, litigation, claims management and contract close down.
Core projects that were managed include:
• FTN Fibre, Copper, SPT and concentrator installation, testing and commissioning for Skanska.
• SPT and concentrator installation, testing and commissioning for THALES Telecommunications.
• Testing and commissioning cable and wireless products for Atkins Comms.
• GSMR installation including ring fencing and power supply installation from network rail post feed.
• BT telecoms D, E and Pressure installations.
• LV / HV power installations for major Customers.
• Recruitment, selection and training of ex HM Forces to be a part of the team allocated to work on the above.
In charge of the seven projects based within Amey Preston. Duties include the overseeing of the following matters: Commercial, Project (Design), Project (Installation), Budget, Report writing to board level, customer and stakeholder management. Clients include Network Rail, Telent, South West Trains, Virgin, London Midland and First Great Western
BVT (London / Portsmouth)
Project and Process controller with a cost saving lean initiative for BVT on its new aircraft carrier design and build project for the Royal Navy. The key objective within this role was to create, implement and manage new processes in to the business in order to structure a business review, identify cost savings, issue the PQQ requirement, co-ordinate OJEU, issue the ITT and manage change within the organisation. The output was manage a multi million pounds cost saving to the business via supply structure re evaluation and consolidation.
Amey Consulting (London / Redhill)
In charge of the LOROL project based within Amey Gatwick and Preston. Duties include the overseeing of the following matters: Commercial, Project (Design), Project (Installation), Budget, Report writing to board level, customer and stakeholder management.
Metronet Rail (London)
Metronet Rail (London) – Project and Process controller with a cost saving lean initiative for Metronet. The key objective within this role was to create, implement and manage new processes in to the business in order to structure a business review, identify cost savings, issue the PQQ requirement, co-ordinate OJEU, issue the ITT and manage change within the organisation. The output was manage a multi million pounds cost saving to the business.
Responsible for the running of a busy programme of works for Metronet and Westinghouse Signalling Systems. Tyco hold three contract for the provision of DTG-r (Distance to go radio) systems to Westinghouse which interfaces with WRSL’s signalling system, allow driverless trains on the London Underground. The contract areas are London Underground, Taipei and Beijing.
Responsibilities, I was responsible for the implementation of the FTN / GSM-r project within the southern region (Peterborough to the south coast, Wales and Cornwall). This included hand-over of design to route works and implementation of the said requirements.
Other responsibilities included the control of synergy works on the Reading Station and surrounding area reworks including: Civils: GSM-r, Power, Signalling, station civils (Platform and lift) and p-way. This project was at a major station with a high throughput of passengers was highly visible to numerous stakeholders and was important to deliver on promise.