Duties: This was a £27 million temporary custodial build program for the ministry of justice covering 7off x 60men units on three separate UK sites. Principle contractors being Shaylor Construction and Kier Eastern respectively. I was brought in by G3 Systems Ltd because their build program had stalled completely and as such I also implemented a significant raft of business change initiatives working closely with G3’s Managing Director, Director of Operations, Director of Finances, Contracts Manager and Human Resources Manager.
Whilst in the field my managerial activities included: client interfacing, project team structuring, supply chain rationalization, management of direct and temporary staff, CDM / HSE strategy development, supervision and management of all associated ground works, services, steel fixing, internal fit-out, M/E fit-out, testing, commissioning & handover.

I was brought into help this client rationalise their maintenance management bid support methodologies for clients in upstream, midstream and downstream markets. This involved detail analysis or their supply chain in terms of in-house and outsourced professional and technical capabilities, commercial and technical risk analysis and the development of a short and medium term roll-out plans. This project lent itself nicely to my strategic maintenance management, business change and commercial formulation and compliance credentials.

Duties: My roles have included strategic business change, project & contract direction management, construction management, asset & maintenance management, technical documentation, facilities & building services management, and SAP implementation and recovery consultant for the following clients: Amec/NNC, Coswell Engineering, GNHCT, Henshaw & Chambers, Network Rail, Corus Engineering, Dorset Nhs, Swans Trust, MacDermott & Gleaves Associates, G3 Systems Ltd, Ministry of Justice, Shaylor Construction, Kier Eastern, EDWS, Optilan, Synergy FM, Serco FM.

I was brought in to recover this clients Facilities Management & ICT roll-out for their client State Street bank with facilities in the UK, Ireland, Germany, France, The Channel Isles, Italy and South Africa. I audited and recovered their entire; operational management cultures, personnel and organizational structures, their data management capture, reporting; whilst rationalizing their facilities management software in line with commercial service delivery requirements.
This was a £15 million project where I developed and implemented short, medium and long term step changes to the situation I inherited and then handed control back over to senior in-house personnel.

I was asked by this client to help them compile a competitive bid for a £3 million communication systems; asset management service contract. My key responsibilities included commercial structuring and presenting the bids hard and e-documents, resource profiling, negotiations with service support providers, outsourcing of materials and spares, compilation of work specifications and service delivery plans and detailed dialogue with clients commercial and technical management representatives.
My proposal was received very well by the client and contractual discussions were ongoing as I completed my hand-over brief.

This client was responsible for all the (PPM) maintenance management for all the communications systems and assets that they had installed on the CTRL St Pancras Eurostar International Terminal.
Unfortunately they were experiencing great difficulty in meetings their contract service level agreement. I was brought in to audit their ICT systems etc., and subsequently implemented a new PPM culture, data structures, PPM schedule, CMMS and refined all their service level agreements. Their £5 million contract was subsequently renewed, which had been very much in doubt prior to my involvement.

Duties: I was brought in to facilitate an effective recovery to their stalled £28 million NHS - SAP & ICT implementation program, specifically taking onboard and resolving all issues associated with; SAP Project Recovery Team Selection, Recovery Project Delivery Plan Development, Product Lifecycle Management, Supply Chain Management, Customer Relationship Management & Supplier Relationship Management.
• All program milestones were hit
• All cost predictions were delivered under predicted recovery costs
• All client interfacing initiatives where executed with limited contention

Duties: Supporting clients from oil, gas, airports, chemicals, rail, FMCG, plastics, heavy engineering, universities, hospital trusts, nuclear, FM, construction & pharmaceutical environments my duties involved operational maintenance management support, mechanical system engineering, facilities management, strategic management policy design, CMMS, CFMS & CBM implementation support, operational safety appraisals and upgrades, internal process auditing, construction management, technical documentation production, project and change management support, physical asset management. Clients included BAA, BNFL, ABB, KBC, D&Z, Midor, Ipedex, Rail Track, North Cumbria nhs trust, ABB Rail, Balfour Beatty Rail, Fosterwheeler, PDO Fabricom, Kirtis Plastics, and Huntsman. These roles involved working within budget frameworks ranging from 250K / 750k for single projects through to 3 - 15 million £’s in the UK as well as supporting multimillion £ & $ projects both in the UK and overseas.

Duties: Working within this nuclear reactor decommissioning project my main duties were to develop and implement a responsible maintenance and facilities management strategy and ICT strategy , which were robust enough to facilitate cost effective business management yet thorough enough to comply rigorously with all contractual and legislative requirements. In association with my strategic brief a major component of my remit also included the implementation of a CMMS to assist with the task of project managing ongoing maintenance tasks, stores, spares, costs, planning and resource activities.