Railway Rolling Stock Industry experience over the last 10 years, on a contract basis in a number of senior Planning, Project and Engineering roles involved in New Build and Refurbishment Projects.

London & South Eastern Railways - Waterloo:

Working with Southeastern on the Thameslink 2000 upgrade programme, in an Engineering Project Management role. With the modification of the Thameslink Franchise, my role was to oversee the modifications as required to Rolling Stock cascaded to other TOC's, as well as co-ordinate the Route Acceptance Safety Case approval for Rolling Stock being moved from other routes.

December 07 - May 08

Bombardier Transportation - Ilford:

Lead Engineer for Bombardier on the First Great Western High Speed Train refurbishment project. My responsibility was to support all Engineering issues involved in the on time delivery of the project.

September 06 - December 07

Clipper Ventures 05/06 Round the World Sailing Race: - Competed on Cardiff Clipper in the current Clipper 05/06 race around the world.

July 05 - July 06

Alstom Transport - Eastleigh: - Working with the Engineering Department as a Project Engineer involved in providing Engineering support for contracts to refurbish Class 508 and 455 vehicles to include all completion of modification procedures, as well as co-coordinating VAB and Safety Case Approval.

January 03 - March 05

Bombardier Transportation - Derby: - Working with the European Engineering Services Manager Intercity Trains (ICT) leading the Engineering Services Function. Providing detailed planning for the Engineering content off all Electrostar and Turbostar Build Projects in line with Bombardier Procedures, along with Resource Planning and Budget Control and Modification Control for all aspects off Engineering Projects in conjunction with VAB and Safety Case teams. Responsible for production of all Engineering Key Performance Indicators, to show Derby Project performance for Group Headquarters in Brugge.

June 01 - January 03

Railcare Coventry- Provided Project Engineering support for Carriage Refurbishment projects, specifically Mk II and Class 317 vehicles.

January 01 - May 01.

Independent Access Ltd- A manufacturer of Disabled Lift Platforms.

Provided interim support as Managing Director to cover for illness, along with producing and installing an 'Access' based Management Information System and complete Bill of Material for their latest range of products. This system was designed to run the companies business from receipt of enquiry through production to Service Contract Management.

November 99 - December 00.

Bombardier Transportation - Belgium

The Train manufacturing arm of Bombardier with sites in Belgium, France and England, employing 5000 + people.

January 99 - September 99

Recruited in January 99, on an Interim Consultancy basis to control and co-ordinate the project planning for the Design Process of the contract to manufacture the Tilting Train for Virgin at the company's site at Manage in Belgium. The contract having a value of £ 1 Billion, with delivery to start in 2001.

Working closely with the Vice - President of Engineering for Bombardier Europe, I was responsible for the provision of detailed planning for the design process and act as the main co-ordination interface between the Belgium site and the other design and manufacturing sites throughout Europe.

Co- ordinate the design of the Train Structure involving a total of 150 designers using Catia design system.

Managed the project planning for this design phase using Project 98. Presenting a weekly overview to the senior project management team.

Coordinated the Safety Case approval documentation for the train structure, with W S Atkins as the independent approval body

Design of main structure was completed on time, at which point my contract was complete.

GEC Alstrom Wessex Traincare

A subsidiary of GEC Alstrom Plc specialising in the refurbishment of trains for the rail network, T/O £50 Million, Employing 1,000 people.

October 97 - October 98.

Recruited, October 97, on an Interim Consultancy basis to assist the Senior Management on various assignments and resolving general logistical problems. The contract I was working on was a complex one refurbishing numerous carriages for Connex South Eastern.

I was in control, through various departments and the shopfloor for the provision and control of materials to minimize the overrunning of production schedules and thereby increased costs

The main contract was for the refurbishment of 12 six- car trains with a contract value of £3 M.

My main roles were co - coordinating the purchase of material for the contract, which was bought in within budget.

I also provided logistic support for the provision of material to allow all 12 trains to be refurbished to contract schedule.

Ceewrite Engineering Ltd

Precision Engineering Company supplying components to the Aerospace and Electrical Industries. Turnover £ 2 M. 50 Employees.

Sales / General Manager Feb 1997 - May 97

Working closely with the Managing Director on all company management matters, I was responsible for sales and development accounts; Additionally materials planning, purchases, production costing and negotiations for new contracts.

However within 3 months our largest customer advised a change in purchasing policy to an overseas source, which was impossible to match on price.

This necessitated major overhead reductions resulting in a mutual decision that I would leave enabling me to concentrate on a developing start-up opportunity, which continued to October 97.

AMY Precision Ltd

A specialist manufacturer employing 20 of precision components for motor vehicle production lines.

Production Manager Oct 1996 - Feb 1997

AMY Precision is a very successful family run company providing highly complex machined components.

Being one of two executives including the MD, who was travelling extensively, I was responsible for the running of all production matters and customer liaison, including purchasing, quotation and material scheduling.

My first priority on joining was to reduce the considerable backlog of late deliveries, which was achieved to customer's satisfaction within 1 month.

However soon after I was headhunted to join Ceewrite Engineering with a considerably improved package and prospects.

GBE Tobacco (Making and Packing) Ltd

A subsidiary of GBE Plc refurbishing tobacco packaging machinery. Turnover £ 10 M.

Purchasing and Materials Manager Jan 1995 - Aug 96

My first priority was to immediately identify some 12 new sub-contractors to reduce a substantial backlog in outstanding production schedules.

With the exercise completed my next task was to renegotiate scheduling programmes with our existing 15 sub-contractors with the effect of reducing order book arrears from £ 300 K to £ 25 K over a 3 months period.

With my previous experience of MRPII systems I played a key role in setting the criteria for design, operation and implementation of a new installation.

On a day-to-day basis I was responsible for all orders placements (£ 5 M) including subcontract scheduling and materials planning to the factory.

As a separate Group exercise I was a member of a team of 6 tasked to investigate potential cost reductions within a Group spend of £ 20 M. In 4 months savings of £ 150 K had been achieved and the exercise successfully continued.

Production Director 1985 - 91

General Manager 1981 - 85

I joined in 1981 in a general role as buyer, production controller, internal sales and became Production Director in 1985.

Company strategy was changing from commercial products to more profitable outlets in the aerospace and allied industries. Obtaining BS 5750 was essential for the long term and I was given this responsibility, which was achieved within 1 year.

Successful negotiations, involving myself, ensued with Westland Helicopters, GEC Aerospace, Dowty Rotol and Marconi representing 70% of total turnover within 2 years. In 1991 I was promoted to Managing Director.

I continued total involvement with all major customers and production strategy as well as financial management, budgeting and general company policy.

The factory size was extended by 30% and the latest computerised machine tools installed at a cost of over £ 160 K. Sales increased 100% from 1990 to 94.

In 1995 a decision was taken to accept a favourable offer for the company.

Education: Brockenhurst Grammar School

2 'A' Levels