Personal Statement:

After many years in the railway industry both in the UK and overseas and having held several senior management positions, I believe I still have unfinished business, the ability to influence industry stakeholders and provide tangible benefits to any company wishing to capitalise on the competencies I can bring. I apply a wealth of knowledge, skill and experience to my work and will readily train and pass on my knowledge to present day railway professionals.

Education and Key Qualifications:

▪ Primary and Secondary education to GCE 'A' level

▪ University Education at University of Bradford, Yorkshire. Graduated Bachelor of Technology - B.Tech (Eng.) in Civil Engineering [1967].

▪ Graduate of the Executive Program of the University of Michigan Business School (USA) [1991].

▪ Professional. Affiliation : Member of the Institution of Civil Engineers (UK). MICE.

Technical Skills:

▪ Railway Civil Engineering specialising in Permanent Way.

▪ Development of Engineering Computer Systems and Measurement Hardware.

▪ General Management of Railway Engineering functions including signalling and rolling stock maintenance workshops.

▪ Project Management of Railway Operations.

▪ Management of Organisational Changes.

▪ Preparation of Business Plans.

▪ Profit and Cost Centre Budgeting.

▪ Management of Engineering and Organisation Risk.

▪ Planning for Business Continuity.

▪ Application of Safety Legislation and preparation of Company Procedures and Safety Cases for acceptance by safety bodies.

▪ PC Systems - MS Word, Excel, Access and PowerPoint . Some knowledge of MS Project.

Work Experience:

July 2005 - Present

Self-employed - carrying out consultancy work for companies in the UK and overseas.

February 2005 - July 2005

DMQA Technical Services LTD.

Self-employed consultant - subsequently Safety & Assurance Manager

The MD of the company had anticipated failure at the first external audit of the company's Railway Safety Case. Working as a self-employed consultant, Terry managed through personal influence and coaching of the Senior Management Team to get them to understand their individual and collective accountabilities.

The audit outcome was very satisfactory and Terry carried on to prepare and work-through an Action Plan to remedy the noted non-compliances.

Resulting from the successful consultancy assignment, DMQA Management offered him a permanent appointment as Safety & Assurance Manager to head up the HSQE Department. Terry accepted.

He was required to work within allocated budget as cost centre of the company with a Headquarters staff of four covering Quality, Safety & Training, Systems and Document Control functions.

August 2001 - November 2004

Jarvis Rail, HSQE Directorate, York, UK

Audit Compliance Manager

Terry was recruited by Jarvis Rail in New Zealand and relocated to their York HQ to strengthen their HSQE Team following a spell at Tubelines.

He prepared Action Plans to require managers to mitigate non-compliance with internal and external audits and the lessons to be learned from recent Formal Inquiries such as Hatfield and Ladbroke Grove.

Terry carried out an extensive revision of the Jarvis Rail Railway Safety Case for its new Freight Train Operations to comply with the Railway (Safety Case) Regulations 2000 and prepared on-going material change submissions to the HMRI. These were formally accepted in December 2004 and allowed the company to undertake new business opportunities.

Terry carried out original work to establish the Risk Profile of the company in accordance with the requirements of the Railway Group Standard and RSSB Guidelines. This was included as new Section of all Railway Safety and Contractors Assurance Cases.

He prepared Business Continuity and Crisis Management Plans for the company for application in mitigation of serious operational or commercial disruptions.

May 2001 - August 2001

Tubelines, London

Operations Health & Safety Manager

Immediately after recruitment in New Zealand Terry was seconded by Jarvis Rail to the fledgling PPP Tubelines organisation during the financial bid stage to provide Health & Safety input into their bid documents.

His work required him to contribute to safety planning by working to identify Key Risks and Hazard Precursors likely to be encountered and to establish a risk profile for the new company. In preparation for a future Railway Safety Case he recorded proposals for control of those identified risks to acceptable levels. Terry also prepared an outline of a Safety & Environment Plan for the new company

January 1998 - May 2001

Land Transport Safety Authority, New Zealand

Manager - Railway Safety

With a staff of five, and responsible to the Director, Land Transport, Terry managed the railway safety regulatory regime for the New Zealand Government, covering 74 rail service operators, through administration of railway safety legislation, auditing and compliance monitoring.

He provided the Government with an original means of confirming its rail safety record by carrying out an on-going International Safety Benchmarking Programme with 24 railways worldwide and sharing of the results, This was welcomed internationally as it allowed local statistics in several important safety parameters to be verified as acceptable.

Terry wrote and published a Guideline Document for New Zealand Railway Safety Licensing in 1999 - this is still in use.

Terry represented New Zealand on Trans - Tasman railway safety committees with Australian State Governments and presented specialist "cutting edge" papers on railway safety relating to research undertaken into safety accreditation regimes in Australia and New Zealand.

He built a solid reputation in the international railway world for railway safety knowledge and application and in October 2000, was invited to give evidence regarding safety regulation at the UK Cullen Inquiry into the Ladbroke Grove rail accident.

July 1996 - January 1998

TMG International PTY LTD, Sydney, Australia

Director of Consultancy Services

As a company Board Member Terry was responsible for the profitable management of approximately A$5 million of business per annum in all disciplines of railway engineering, operational and management consultancy to the railway industry (both public and private sectors).

Projects included: Risk/safety management studies, strategic business and organisational planning, job analyses for senior railway management, feasibility studies for road/rail decisions, benchmarking, asset management advice and design and testing of engineering management tools.

He was elected a Director of ARIC - Australian Rail Industry Corporation where he assisted with the backing of export initiatives of member companies through organisation of overseas exhibitions and hosting of visitors to Australia.

January 1995 - July 1996

Railway Services Group (RSG), Australia

Part of the State Rail Authority (SRA) of New South Wales

General Manager

Appointed directly by the Chief Executive of State Rail from his position at Eurotunnel, Terry was required to provide leadership for the establishment of the RSG railway engineering business as a stand-alone entity of the Government-owned SRA to operate commercially in full and open competition with the private sector. This was to allow the NSW Government to meet Federal Government policy on privatisation. Terry worked from scratch to appoint and motivated a new top management team, prepared a new strategic business plan and developed detailed action plans in the areas of finance, marketing, communications, HR, Quality and Safety etc.

Through this team and by self-example he formed a new and proud business entity from a disparate group of former nationalised railway departments. Terry overcame Railway Union opposition to establish an organisation with an A$10m annual turnover in the 18 months he was in the position.

This business was the forerunner of Railway Services, Australia, which is now a major player in providing Project Management and Railway Infrastructure Contracting Services across the South Pacific Region.

Terry was a member of the SRA's Chief Executive's MIMS Steering Group during the early days of introduction by MINCOM of a wide ranging Asset Management and Procurement System to bring about maintenance cost reductions and improved operating reliability. This has been a tried, tested and reliable management system operating across all parts of the former SRA for the past 8 years.

January 1994 - January 1995

Eurotunnel Company

Consultancy

During the final phases of completion of the Channel Tunnel Project, Terry project managed the train operational control and commissioning for Shuttle and Eurostar services by arranging a series of trials for the trains (Marche a Blanc) to satisfaction of the International Safety Authority. Reported directly to Eurotunnel's Director of Operations.

October 1993 - December 1993

Management Consultancy (Self-Employed)

Terry established and operated an independent transport management consultancy business (Railnet Services), working out of NZ, which provided technical advice and reports to industrial concerns in NZ, the UK and Australia. This subsequently led to work in the UK/France with Eurotunnel.

January 1979 - October 1993

New ZealandRailways

June 1992 - October 1993

General Manager (Network Operations)

Terry led a team comprising over 60% of the total staff (5000) of the national rail system and initiatives, focusing on quality management and offering excellent customer service.

He commanded a high degree of respect and achieved significant organisational reforms by harnessing the support and following of the staff. He related easily with the staff and through "walking the talk" introduced Total Quality Management Programmes, which could be readily understood and supported by the workforce and the Railway Unions.

October 1988 - June 1992

Chief Civil Engineer of New Zealand Rail

Terry established and ran a "stand alone" rail infrastructure business (including signalling) during a period of devolution of NZR. This business, although still operating under the NZR banner was required to operate along full commercial lines for an internal "return on investment".

He was required to make tough decisions on the shape, size and workloads of the business. Overall the NZR business reduced staff numbers from 21,000 to around 4,500 and during this period he was instrumental in the downsizing of existing engineering departments from around 5,000 staff to 1000.

Financial savings in excess of NZ$120m were achieved from staff savings and programme rationalisations.

This was done in order to achieve the required commercial objectives set by the NZR Board on becoming a State Owned Enterprise of the NZ Government and satisfactorily met the expectations of the Government. Engineering benchmarks approaching world-class standards were targeted and achieved,

Terry led and promoted the implementation of an essential and successful change management programme. This was accomplished primarily through the motivation of the management team to achieve a 'right-sized' business group and significant cultural change throughout the workforce with no significant industrial disputation.

January 1979 - October 1988

Various Promotions with NZR

Recruited by New Zealand Railways from British Railways in January 1979 as a Senior Engineer. Through subsequent promotions, became Permanent Way Engineer in 1984 with responsibility for the overall technical oversight of the track design, component design and specification, engineering materials procurement, planning, maintenance and renewal activities of New Zealand Railways. Ultimately led to appointment as Chief Civil Engineer.

August 1960 - January 1979

British Railways (BR)

Terry held several post University training positions and appointments with BR and was Area Civil Engineer Peterborough for two years prior to emigration to New Zealand in 1979.