Responsible for;



Authorship, negotiation, closure, commercial and project management of design, development and manufacture sub-contracts for the supply of secure military ground-based equipment for a satellite communication system.

Flow down of applicable requirements from prime contracts.

Negotiating terms of change notices (technical & commercial) within customer & supplier contracts.

Request for Proposals to potential suppliers and evaluation of responses.

Authorship and application of company procedures.

Draft and negotiate Teaming Agreements and Non-Disclosure Agreements.

Risk assessor, claims assessor and negotiator.

Application of commercial requirements of subcontractor milestones and payment process.

Maintenance of company data systems regarding the agreed contract terms/status.

Sub-contract values to multi £M.

Prime contracts, commercial and project interface between supplier/customer.

Westland Helicopters Ltd:- Designer/Manufacturer of Civil & Military Helicopters

CONTRACT CLAIMS CONSULTANT (Contractor):- June 2003 to May 2004

Responsible for Contract Review to establish baseline contracted technical and commercial liabilities for EH101 Retrofit After Delivery Modifications.

Assessed claims potential of all aspects of work done without Contract cover (NAPNOC).

Formulated Claims Strategy & Process.

Established claim process for capturing nugatory non-contracted work.

Negotiated and settled tripartite Joint Statement of Work with Lockheed Martin and the MoD.

Established tripartite process to capture and submit commercial claim for additional effort caused by project overruns resulting from customer attributable delays.

Proposed, negotiated and settled interim contract claim (values confidential).

BAE SYSTEMS:- Designer/Manufacturer of Civil & Military Aircraft & Defence Systems.

QUALIFICATION/PROJECT ENGINEER(Contractor) :- August 2001 to June 2003.

Responsible for the Qualification, Quality/Contract Assessment, Approval & Technical verification of key OEM & specific supplies to the Nimrod aircraft project.

Initiated & implemented new "Cradle to Grave" Supply Chain Management System to control internal & external suppliers from design concept through to final commissioning of project/flight critical supplies (£14M) on to the aircraft.

Aerostructures Hamble Limited:- Designer/Manufacturer of airframe assemblies, components, spares & supplier of Repair, Overhaul & Training services. Sales @ £100M.

Employment:- 1964 to August 2001(Redundant).

CONTRACTS MANAGER:- 1996 to August 2001.

Project, Commercial and Contract Management of the Hamble Transparencies Business Centre, employing 65 personnel with sales of £10M pa. Products; Manufacture, Repair & Overhaul of high value aircraft canopies and supply of Training Services to end-users worldwide.

Responsible for contract assessment, negotiations and finalization to minimize risk of exposure and to maximize profits. Values to multi-£M.

Responsible for bid, submission, negotiations, closing and Project Management of £3M Overhaul and Training Project for the US Navy.

Initiator of Business Strategy & Continuous Improvements using Kaizen & Kanban (Avoided NRC's, JIT material supply, shortened supply chain).

Responsible for Quality Audits & Qualification Testing.

Prime Customer Contact.

Creator of custom Supplier Technical and Commercial Contracts, values to multi-million sterling.

Responsible for claims/claims defence strategy, formulation, negotiation and settlement for AHL parent company.

PROJECTS and LOGISTICS MANAGER:- 1992 to1996

Responsible for project management of £18M aerospace design, manufacture and installation contract for the largest moving cargo door in aircraft history.

Initiated and developed work share partnership with the German company Dornier.

Responsible for assessment, selection and project management of 11 OEM tooling suppliers, contract value £4.3M.

Assessed mainland European transport organizations, selected, negotiated and placed £1M contract with French prime for the transport of major aircraft structures from the UK to Toulouse via sea, canal and closed roads in France.

Managed the AHL/Dornier Design partnership in Toulouse.



Developed and negotiated £2M contract extension for the supply of additional OE.

Reduced original budget spend by £1.8M by use of Kaizen & Kanban (Major NRC's avoided, lifetime sustaining costs avoided, JIT material supply initiated, original contract costs avoided by negotiated additional contract for the supply of major capital equipment tooling).

Responsible for capital equipment tooling philosophy and design.

TOOL ENGINEERING MANAGER:- 1992, 6-month secondment

Responsible for 33% manning reduction of Tool Engineering Department (£2.2M BPA) whilst maintaining service to internal & external customers.

Assessed tooling suppliers in former Eastern Bloc countries and established strategic business partnership with supplier in the Czech Republic.

MANUFACTURING ENGINEERING MANAGER:- 1990 to 1992

Responsible for managing the transfer of £20M assembly line from Phoenix, USA and re-commission at AHL.

Established the manufacturing Engineering Department and its controlling Quality Procedures to prepare base site and enact transfer and re-commissioning .

PREVIOUS POSITIONS:- 1964 to 1990

Group Leader- Research & Development:- 1 yr. Component Cost Reduction Controller:- 2 yrs

Senior Jig & Tool Section Leader:- 1 yr. Jig & Tool Designer:- 8 yrs.

Production Research Toolmaker:- 9 yrs. Apprentice:- 5 yrs

ACADEMIC QUALIFICATIONS:-

City & Guilds CAD (AutoCAD) Certificate - UEI Technicians Certificate

City & Guilds Supplementary Certificate in Toolmaking Processes.

City & Guilds Engineering Certificate - UEI General Engineering Certificate.