Irish Railway National Traffic Control Centre Mar 20
Project Directing Services
Since March 2020, we have served as Project Director at Irish Railway/CPC Project Services, spearheading the delivery of the National Traffic Control Centre, a project valued at €180 million, along with the Traffic Management System to oversee the entire Irish Railway network. Our role involves collaborating closely with Spanish Government-backed suppliers to ensure the successful implementation of the TMS System. As Project Director, our responsibilities encompass overseeing all aspects of project delivery, from planning and procurement to execution and handover. We work diligently to ensure alignment with project objectives, budgetary constraints, and quality standards, while fostering effective collaboration among project stakeholders. Our focus remains on delivering a state-of-the-art Traffic Control Centre and Traffic Management System that will enhance the efficiency, safety, and reliability of the Irish Railway network for years to come.
Oxfordshire City Council
Programme Leadership Services Mar 20 - Jul 2021
Programme Lead at Oxfordshire City Council, entrusted with the monumental task of setting up a team and structure to design, procure, and deliver £0.5 billion funding secured from Homes England. Our primary responsibility was to oversee the delivery of transport infrastructure projects within the county, ensuring efficient allocation of resources and adherence to project timelines and objectives. Key highlights of our role included establishing and leading a dedicated team tasked with designing, procuring, and delivering a diverse portfolio of transport infrastructure projects. We created a robust organizational structure to facilitate effective project management and coordination, ensuring seamless collaboration across various departments and stakeholders. Additionally, we developed and implemented comprehensive strategies for project design, procurement, and delivery, optimizing efficiency and maximizing the impact of the allocated funding. Collaborating closely with Homes England and other relevant stakeholders, we ensured alignment with funding requirements and project objectives. Throughout our tenure, we remained committed to delivering high-quality transport infrastructure projects that would enhance connectivity, promote economic growth, and improve the overall quality of life for residents and businesses in Oxfordshire.
First Group SWR
Programme Managment Services Jul 19 - Jul 2020
We assumed the role of Programme Manager at First Group SWR, tasked with spearheading the development and delivery of multiple projects, predominantly focusing on station property. This encompassed fulfilling Franchise Committed Obligations and overseeing Third-Party funded schemes, with a combined program value of approximately £100 million. Our responsibilities included forming and leading six Project Management teams to efficiently deliver the program of works, navigating projects through various lifecycle stages while meeting challenging time and cost targets. We excelled in fostering and maintaining crucial relationships with stakeholders, including Network Rail, diverse Local Authorities, and esteemed end-users such as SKY. Our ability to secure new projects was underpinned by our reputation and strong industry connections. Moreover, we meticulously oversaw the management and administration of several design and construction contracts, ranging from standard NEC 3 contracts to bespoke agreements. Additionally, we played a pivotal role in developing client and project remits, including funding agreements for third-party funded projects, ensuring alignment with project objectives and financial parameters. Ultimately, we were accountable for the overall program budget and key milestones, ensuring effective resource allocation and adherence to project timelines and deliverables.
Brent Cross Cricklewood Regeneration Project
Head of Special Projects Oct 16 - Oct 19
Served as Head of Special Projects at Capita/Re for the Brent Cross Cricklewood Regeneration Project, an integral component of a £4.2 billion regeneration program. Tasked with overseeing the Brent Cross Thameslink element of the program, valued at £200 million, our responsibilities were extensive. We led several Project Managers, Design Managers, and infrastructure project delivery teams, both internal and external, across various delivery stages encompassing planning, design, construction, and handover. Additionally, we spearheaded the delivery of both outline and detailed designs through our internal design house and managed the evolution of client requirements into Works Information and Specifications, procuring high-value complex works under OJEU and Competitive Procedure with Negotiation (CPN). We took charge of developing, negotiating, and agreeing upon the £40 million NEC3 Option C Target Cost Contract, complete with complex Z clauses. Our stakeholder management efforts extended to senior-level engagement with leadership teams of local and central government departments, local communities/organizations, and politicians. Furthermore, we negotiated and finalized various legal agreements and contracts, including Joint Venture agreements. With responsibility for P&L and project budgeting, resource allocation, schedules, and overall project management processes and functions, we ensured efficient and effective project execution. Our role also involved appointing and allocating project resources fairly and promptly, fostering staff and team development, setting and monitoring goals and objectives, and overseeing project Risk Management while ensuring correct discharge of CDM roles and responsibilities. Lastly, we negotiated commission agreements and contract targets at a senior level with contractors and consultants, ensuring alignment with project objectives and targets.
Electrification and Plant Upgrade Programme
Jun 13 - Oct 16
We held the dual role of Rail Director at Initiate Consulting and Projects/Portfolio Manager for the Electrification and Plant Upgrade Programme at Network Rail Ltd. Overseeing the development, planning, and delivery of a significant portfolio of E&P Renewal and Enhancement projects across the Southern Route, valued at over £120 million, was central to our responsibilities. Our achievements included forming and managing six Project Management Teams, comprising Scheme Project Managers, Engineers, Commercial Managers, and Planners, to deliver a diverse portfolio of 25 projects. We excelled in business development and account management, securing and managing multiple roles/commissions for the consultancy within the client organization. Introducing and implementing new management, procurement, delivery, and monitoring tools and techniques set a new standard adopted across the client business. We provided pivotal support in developing major Framework Contracts for works, plant, and services for the NR CP5 E&P works across the Southern region, assuming accountability as the named client representative and Project Manager. Our focus on efficient procurement, planning, and coordination ensured successful project delivery, managing interdependencies, risks, and issues to realize agreed benefits. We meticulously managed the overall portfolio budget and forecast, ensuring value for money and efficiency targets were met throughout the project lifecycle. Upholding safety, quality, and timeliness standards, we ensured all projects were delivered in coherence with overall infrastructure planning. We conducted comprehensive project and individual performance reviews, driving continuous improvement and development. Our strategies and plans for procurement and delivery spanned multiple projects across more than 70 operational sites in the Southern route. Managing communication with stakeholders, third-party contributions to projects, and interfaces with other project programs outside of the portfolio was instrumental to project success. Mentoring and developing junior Project Managers and graduates, and promoting Best Project Management practices among the wider client team, were key aspects of our leadership approach. Additionally, as Rail Lead/KAM for Initiate Consulting, we excelled in business development and client relationship management, further enhancing our impact within the industry.
Paddington Integrated Project
Project Managment Services Aug 08 - Jun 13
Led the Paddington Integrated Project (PIP) as Project Managers, overseeing the LU element valued at £63 million within a joint venture exceeding £150 million. Our role involved managing the construction and fit-out of a new station building around an operational LU and Network Rail railway station, including utility provision. Acting as NEC 2 and NEC 3 Project Managers, we ensured contract administration across various forms of NEC contracts. By prioritizing safety, environmental responsibility, and adherence to engineering, safety, operational, and Section 12 standards, we successfully delivered the project within schedule, cost, and quality parameters. Leading a diverse team, we introduced LU's first Principal Contractor approach, implementing tailored procurement and delivery strategies. Essential documentation such as the Project Execution Plan, Stakeholder Management Plan, and Project Programme were meticulously crafted to support project delivery. Additionally, we managed relationships with key stakeholders, presented project updates at board level, and oversaw budget and cost management. Our commitment to excellence extended to handling project changes and issues promptly, organizing utilities supplies, and maintaining strong relationships with investment clients and stakeholders.
New H&C Line Station Wood Lane Project
Project Management Services Sept 06 - Aug 08
Project Managers for the New H&C Line Station Wood Lane Project. Tasked with overseeing the implementation of a new station signalling system and managing a professional services team comprising engineers from various disciplines and an infrastructure protection team, we facilitated the design, assurance, construction, and handover of the new station. Adjacent to the operational railway, this project was delivered by a private developer and delivery team. Our primary responsibilities included developing proposals and formal bids, establishing project baselines and scopes, and steering the specialist signalling project from initiation to handover. We oversaw the design, implementation, testing, and commissioning phases, utilizing all in-house resources. Throughout, we meticulously maintained project timelines, budgets, and ensured that work proceeded according to the agreed scope. Additionally, as named NEC 2 Project Managers, we were responsible for administering the NEC main works contract, ensuring adherence to contractual obligations and project deliverables.
Golders Green Step Free Access Project
Project Manager March 06 - Sept 06
We took the helm of the Golders Green Step Free Access Project, orchestrating its journey from conception to realization. This involved shepherding critical design reviews and securing assurance approval for the step-free access design, covering platform reconstruction, lift installations, and the establishment of underground passages. Our core responsibilities included crafting a comprehensive Project Execution Plan, defining project baselines and scopes of work, and diligently managing both time and budget constraints. Additionally, we devised detailed Project Execution and Assurance Plans, alongside pre-tender Health and Safety information packs. Our meticulous preparation of Works Information, activity schedules, and Work Breakdown Structures ensured streamlined project operations. Regular reporting to key stakeholders, including clients and operators, was fundamental to upholding project transparency and alignment. Furthermore, we coordinated and chaired constructability and design workshops, fostering collaboration and innovation throughout the project lifecycle.
St. John Wood Station Modernisation Project (£14m)
Construction Management Services
Sept 04 - March 06
Orchestrated a significant £14 million modernization initiative, initially assuming the role of Construction Manager before advancing to Project Manager. This transition allowed me to ensure not only the timely completion but also the impeccable quality of the project. Our duties encompassed intricate coordination of construction activities alongside contractors, meticulous management of subcontractors, and meticulous adherence to project schedules. Additionally, We undertook pivotal roles as Planning Supervisor and DER, leading progress meetings and meticulously monitoring project timelines. Facilitating smooth handovers and comprehensive training sessions further solidified our commitment to project excellence and client satisfaction.
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