My current employer specialises in Architectural Metalwork mainly within the Transport market, working for bluechip clients like BAA, Metronet and Tubelines CTRL etc recently. We have moved into the Social Housing sector winning contracts for local authorities within London, our turnover is circa £8m

My role within the company is Contracts and Commercial Manager, looking after all Contracts and Commercial duties on up to 10 projects at any one time, taking full responsibility from contract award through to final account. With the assistance of 1 junior qs and 6 project manager, I sit under the 2 directors taking full control of day to day operations. This role varies from normal QS duties through to PM duties and is a real mixed bag

I also take an over view with Suppliers and Sub Contractors together with labour setting up agreements on schedules of rates and agreeing hourly rates for both on site and fabrication shops to work quickly without the need for individual pricing of special one off parts I also agree fixed prices with Labour or peace-work rates where possible

I have vast experience of both JCT and NEC forms of Contract and Sub-contract agreements and limited experience of the ICE contract

I am very commercially aware without the need for confrontation, resolving things quietly and professionally with a view on customer satisfaction and repeat business and developing client relationships.

I take a very hand-on role and take the responsibility seriously,

I have a good handle on constraints of working within London, The Underground and Airport environments

Metal UK are a progressive Structural Glazing company with their own unique products however 3 months ago suffered a contractual dispute and as such cash flow within the company has suffered this required a restructure of the company, combine this with a downturn in workload it was obvious to himself that they did not have sufficient work to justify his position. He approached the Directors of the company and offered to leave which was accepted with regret.

He controlled all aspects of the contracts assigned to him from Health and Safety, Programming, design, procurement, manufacture and installation and handover, also taking responsibility for commercial aspects including valuations, variations (pricing and agreement with the client), final account and returning on all works, a better than expected level of Profit.

Contract values varied from £6000 to £214,000 with a total value of contracts exceeding £1 million in 12 months, most contracts were London based and involved sub contract work for Main Contractors and/ or work direct for Architects some of which he built up a close relationship.

He purchased a sheet metal fabrication business specialising in the manufacture of bespoke large high voltage mains enclosures for the switchgear market in Hertfordshire, which was owned within the family of his partner, the company was not limited and the family member concerned was suffering from serious personal and health problems. The company was in financial trouble and not being used to its full potential, in two years. He managed to increase turnover from £260,000 to £480,000 and bottom line profit from 20% to 30% in a business that at the onset he knew nothing about, had no experience in, and was in serious managerial and financial trouble. He sold the company (completion 1 Nov 02) for £320,000 as he received an offer to purchase without serious financial investment he has taken it as far as he can. As well as making a good wage and he made a considerable profit on his initial investment.

This company was owed in excess of £500,000 in retentions, contract disputes, claims etc he was asked to join them to pull in as much money as possible and set up procedures for contract reporting for ongoing and future work as well as sorting out disputes, claims and retentions held. He recovered around £420,000 however he left due to a family member having severe personal and health problems, which ended in the candidate purchasing his company from him and paying off his personal liabilities.

Roberts obtained a fit out contract for Lloyds TSB call centres he joined them on a freelance basis to carry out one contract worth 1 million, whilst this was progressing he took over the running of a second contract of the same value along side his own job, they went on to secure a further £500,000 contract which he completed and then a 3 million pound contract in Birmingham, which he also completed. He left as he moved to the Herts area and all there work was in the North of England.
He was responsible for all sub contract packages including data installation, demountable partitions, flooring, tech room installation, UPS installation, Electrical and mechanical installation, partitioning and ceilings structural alterations, this involved a lot of client liaison both with the property management department and the call centre management.

CBI had brought this contract just after they were taken over by Wates however the contract was both under priced, design was incomplete and the contract was running around 1 month behind programme, he finished the contract on time under budget and then walked away as he was unable to continue to work for such a disorganised company to be fair Wates were restructuring the company and disposed of a lot of the original staff during the contract period which severely effected the support structure in the office including the Managing Director, Contracts Managers etc, they did ask him to remain with the company, however he received the offer form Roberts which he took up.
He was responsible for the day to day running of the site which included large partitioning, ceilings, bespoke joinery, painting, tiling, flooring, doors and ironmongery, sub contract packages.