Strategic, Technical, Operational, Commercial & Turnaround Business Solutions Professional (Work2Live Ltd)

Duties: During period 2004 to present I have been supporting clients in both the public and private sectors with an array of process modelling, asset integrity, estates, construction, facilities, change and professional trouble-shooter solutions on either an interim or fixed term basis and the scope of those assignments are qualified below re: 12 – 1, e.g. clients: Veolia Water, Nuffield NHS Trust, Synergy FM, Serco FM, G4S Facilities Solutions, Network Rail Asset & Facilities Management, Dorset NHS, MacDermott & Gleaves Associates, G3 Systems Ltd, Ministry of Justice, Shaylor Construction, Kier Eastern, EDWS, Optilan Rail Communication Systems and Gate Gourmet.

Jan 10 – April 10 Operations Recovery Director - SD None Compliance
(Capricorn M&E Facilities & Building Refurbishment UK) W2Live - Assignment 12

Duties: I was invited by the businesses chief operating officer to help them recover a service delivery situation that had stalled and begun to generate no compliance alarms from their clients. This client’s core business was; M&E service provision within facilities management where they had recently acquired several additions to their business portfolio. Unfortunately however their FM operations director had been taken seriously ill. My role was very much a hands-on, hearts and minds and stake holder facing role, where I stabilised service delivery across their entire portfolio and rationalised where necessary all superfluous processes etc, whilst ensuring that all key SLA’s and KPI’s where in the best possible position to be achieved and contingencies put in place where there was a doubt.

August 09 – Dec 09 Asset Management Executive - Business Change Program
(Veolia Water UK) W2Live - Assignment 11

Duties: I was brought in by this client to help formulate a physical asset and estates management strategy that would enable them to move towards a more efficient and effective lean maintenance and operator/maintainer model. This involved a detailed analysis of the business core competencies, skills, skills gap, supply chain, capital deliver programmes, opex intellect, safety, legislative compliance and quality management capabilities. Over and above this a large part of my assignment also included process modelling and mentoring several of the business key personal through an integrated personal professional development programme e.g. I supported the projects director in his transition towards taking up the role of physical asset management director etc.

April 09 – July 09 Director of Strategy - Construction Programme Upgrades
(Cooper and James Associates) W2Live - Assignment 10

Duties: I was brought in to help design, underwrite and rationalise all the procurement, build and commissioning capabilities for two major build programs i.e. a power plant facility and a refinery rationalisation project. This involved the proactive process modelling and analysis of all the associated build programmes; quality, supply chain, safety, risk, logistical and operational and commissioning execution rationales. I employed lean build and lean project techniques to the overall programme of works and was able to completely rationalise all associated procurement, build, quality, safety and control programme delivering my brief on time and on budget.

Feb 09 – April 09 Business Recovery Strategist - Facilities & Estates Delivery
(G4S Nuffield Hospital Oxford NHS) W2Live - Assignment 09

Duties: I was invited in by this clients MD to analyse their current operations as part of a restructuring exercise of their entire SAP business case capabilities. I base-lined their operations, process and resource structures and upgraded their maintenance and facilities management cultures. My contributions enabled greater clarity and true transparency of their entire business dynamic, significant cultural, commercial and service delivery enhancements across their entire business case, including the potential for; greater asset integrity and global cost savings.

Nov 08 – Jan 09 Operational Performance Analyst - Business Improvement
(GateGourmet FMCG Heathrow) W2Live - Assignment 08

Duties: I was invited in by this clients COO to analyse their current operations as part of a restructuring exercise of their entire business case and operational capabilities. I base-lined their operations, process and resource structures, validated their supply chain, safety and quality cultures. I upgraded their maintenance and facilities management cultures, their request for quotes, supply chain selection and prequalification and participated in the recruitment of a head of engineering and handed control of their facilities over to their newly appointed engineering manager in a timely and commercially/service delivery, focused fashion. My contributions enabled greater clarity and true transparency of their entire business dynamic, significant cultural, commercial and service delivery enhancements across their entire business case, including the potential for; greater asset integrity and global cost savings.

Oct 08 - Nov 08 Business Recovery Officer - Transition Management
(Tyson Civil Facilities Management North Cumbria NHS Trust) W2Live - Assignment 07

Duties: I was brought into evaluate my clients stalling service delivery capabilities and to instigate fast track effective SAP project recovery initiatives. Whilst major service deliver slippage could not be entirely mitigated I was able to restructure their operating structures and client interfacing capabilities. This required overhauling their request for quotes, supply chain selection / prequalification and operational time management and daily operational services execution. My rationalised business case was accepted by my clients MD and I handed over to their COO.

Sep 08 - Oct 08 Commercial Bid Analyst - Construction Programming
(Murzia Construction Qatar) W2Live – Assignment 06

Duties: This was a fast track assignment where I was invited to review this client’s commercial bid and operational roll out structures after their client initiated a revised commercial audit upon their supply chain. My review was completed via formal presentation where I made corrective suggestions to correct clear shortfalls in the current bids ability to deliver commercially considered return should my client be awarded this 5 year asset management contract.

June 08 - Sep 08 Commercial Bid Director - Asset Management Operations
(ADPT Oil & Gas) W2Live - Assignment 05

Duties: 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 process modelling and 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. As a recognized expert in strategic physical asset management this project lent itself nicely to my strategic maintenance management, business change and commercial formulation and compliance credentials.

Jan 08 - June 08 Business Recovery Analyst - SD None Compliance
(Serco FM) W2Live - Assignment 04

Duties: I was brought in to recover this client’s Facilities Management, ICT and SAP 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 asset data management capture and reporting whilst rationalizing their facilities management software in line with commercial service delivery requirements. This was a £15 million project with a difficult end user 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.

Oct 07 - Dec 07 Commercial Bid Manager - Facilities Management Tender
(Synergy Facilities Management) W2Live - Assignment 03

Duties: 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.

June 07 - Oct 07 Chief Restructuring Officer - Communication Systems
(Optilan Communication Systems) W2Live - Assignment 02

Duties: This client was responsible for all the 5 million (PPM) programmable 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 contractual service level agreement at the time the station went live. I was brought in to audit their ICT systems and SAP etc., and subsequently implemented a new PPM culture, data structures, PPM schedule, CMMS and refined all their service level agreements.

Jan 07 - June 07 Principle Project Manager - Construction Build Program
(G3 Systems Limited) W2Live - Assignment 01

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.

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 strategic maintenance management support, mechanical system engineering, facilities management, strategic management policy design, CMMS, CFMS, SAP & 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 - 590 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 SAP and a CMMS to assist with the task of project managing ongoing maintenance tasks, stores, spares, costs, planning and resource activities.

Duties: My role as a core member of the north group nuclear facilities management team was principally a safety-based role. My brief was to undertake numerous core discipline risk assessments and safety audits, ensuring that all upgrade recommendations and/or improvements were implemented as quickly as possible and to programme. In addition to this, my work scope also included the project management and coordination of all new research test rigs entering the facilities and included Technical documentation production/authoring including manuals, procedures, instructions, risk assessments, quality plans, schedules, technical and safety reports. During my appointment I was able to offer a significant contribution to this department’s managerial team structure by working in close communication with all the relevant senior research and design personnel via scheduled safety progress meetings.

Duties: I was responsible for the coordination of all the relevant activities associated with the restructuring of this wood processing and paper, chip board manufacturing maintenance management operating environment. This brief included the development of a site-specific maintenance, spares and data structuring management strategies, all of which were used to support the implementation of SAP and a CMMS including the upgrade of the physical asset management strategy. I delivered this project ahead of schedule and within the projects fixed budget constraints including all associated Technical documentation manuals, procedures, risk assessments & safety reports.

Duties: Working within the Glaxo Maintenance Documentation department, I was responsible for the co-ordination and supervision of a team of mechanical technical authors, data derivation clerks and documentation clerks. The work scope consisted of the production of breakdown instructions; method statements and CMMS prompted short form maintenance instructions for the sites RST Plant. I was also responsible for ensuring that all project targets were met in accordance with the project demands, which ensured that I was in constant communication with both senior Glaxo personnel and delivered this project on time on budget.

Duties: Working on the North field alpha gas platform I was responsible for all pre-shut down & shut-down inspection and start-up activities on this the platforms first operational shut-down. I was also responsible for ensuring that all shut-down targets were met in accordance with the pre shut-down operational and safety insurance demands, which ensured that I was in constant communication with both senior QGPC personnel and all senior contract service support providers’. I delivered this project on time, with no lost time injuries and was offered additional projects on the back of this success by my client QGPC.