Experience

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  Baa

  Dec 1995 - Sept 2004

  Project manager

  Project Manager – 1/9/02 to 30/9/04Directly working with all team members I had around 6 direct staff in the project team, with influence over 4 from the Delivery Team/SCT and 10 key 1st tier suppliers. My annual capital construction expenditure £40m and 3rd party Retail projects of around £10mI Integrated the team with project customers (Operational, Property and Retail business units), AMA teams at Stansted (Development, Engineering, Design and Supply Chain), and Delivery Teams (Fit-out, Shell & Core, Infrastructure, Baggage and Single Commercial)Integrating product (process, organisation, systems, standards and catalogues) development across Airport Project Teams (HAL, GAL) Production Leader - 1/1/00 to 1/9/02Worked on the Terminal Extension at Stansted for the Fit-Out Delivery Team.Total Project Value £61MFit-Out Value £ 19M of which £4m was New Retail Shell & CoreAccountabilitiesLead the Fit-Out Team in the design and delivery of the Retail Shell & Core, Security Search Facilities, Granite floor finishes Glazing, M&E & Architectural metal workLead and supported the customer in a common culture.Delivered the design, manufacture and assembly of the project, and ensured it met the customer’s expectations/needs at all times.Implement the project process through out the life of the project.Identified and implemented project specific strategies for risk, quality, planning and the environment.Project Manager - 11/12/95 to 1/1/00Part of a small Project Team and was responsible for the overall performance of a portfolio of projects.Key AccountabilitiesImplement projects either singularly or as a portfolio of projects.Provided leadership and direction Interfaced with the client, development manager and other major stakeholders within the business.Set safety standards and attitudes for the project team.Measure Quality, Time, Cost and Safety making sure that they met the benchmarks set. Show less

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  Pel group

  Oct 2004 - Jul 2006

  Project operations manager

  I was accountable for the performance of a divisional office. I had 6 staff working under my leadership. Aswell as a supply chain for delivering projects. I interfaced and supported directly with the Client aswell as other stakeholder within business to ensure all projects were delivered within their Cost, Time, Quality and Safety targets. Our projects ranged from Shell & Core retail units to reconfiguration and refurbishment of exiting spaces i.e. Toilets offices, architectural steelwork and glassing. I lead all aspects of the project. Pre-Contract: Tender, Tender Reports, Pre-Construction support. Post Contract: Design Management, Programmeing, Logistics, Implementation & Hand-over and Asset IntegrationKey Accountabilities Workload forecasting Cashflow Performance Management Project delivery Monthly Board reports Formulated and implemented procurement strategy Implemented projects from Inception to hand-over from Design and Build to progressive fixity. Prepared and implemented project execution plans on all projects. Procurement strategy Scope of works Tender Management Design Management Displacement strategy Programme of works Hand-Over strategy Show less

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  Mag (airports group)

  Jan 2006 - now

  Construction delivery manager

  2016 to dateI currently lead a team of Construction Managers (6) and provide Construction Delivery capability to the Capital portfolio. I am accountable for construction delivery excellence for the £500m Stansted Transformation ProgrammeKey Accountabilities• Plans, prioritises, and manages multiple construction projects, and assign team members to ensure that the team's overall resources are used effectively and that key programme are achieved.• Manages on-going relationships with external contractors so that the organisation receives good standards of service. • Selects, leads, directs, evaluates, and develops a team of construction managers to ensure that projects are completed on-time, within budget and according to project specifications.• Evaluate changes that significantly impact the scope, budget, or timeline of a project, and authorises construction related decisions within project budgets.• I lead the most complex or critical projects; monitors progress and performance against the project plan; identify and resolve operational problems and minimise delays. • Coaches and mentors project team staff and assist them to solve problems.• HSE performance• Zero Fatalities, Lost Time Injuries and Environmental Incidents.• Accident Injury Frequency <2.5. Show less

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  London stansted airport

  Aug 2006 - Jan 2016

  Project manager

  Project £37m Terminal Transformation ProjectKey Accountabilities• Reporting into the Project Director on the project performance• Chairing Steerco & Project Boards when Project Director was not available• Lead and gave guidance to the Construction Team/Carillion to deliver each phase of the project• Interfaced with Key Stakeholders on a daily bases to ensure the project did not impact BAU • Ensured Key milestone dates meet the Business's expectations/needs• Ensured all delivered facilities are effectively integrated into the airport operation and maintenance processes and procedures – including all supporting documentation• Lead safety standards and attitudes for the project team & supply chainPrepared and Implemented • Project execution plan for each phase of the project• Displacement strategy for each phase of the project• Programmes & Phasing Drawings for each phase of the project• PA3 Hand-Over’s for each Retail unit & Phase of the project Show less