Ross Deacon BSc(Hons) MBA CEng FIRSE FIET

Experience

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  London Underground

  Sept 1978 - Jul 1993

  Early Career

  Development Manager – Central Line Project Team, 1991 -1993 I approved contractor's documentation including software and functional design specifications and supplied technical assistance in software development and commissioning activities. I evaluated the contractor's programmes of work to ensure timely completion of stages of project work and the achievement of milestones. I managed contractors and contracts to deliver the Signalling Control system for the Central Line.Senior Systems Engineer – Computer Development Section,1989 - 1991 I prepared functional software design specifications for real-time signalling control. I managed two managers and six technical staff engaged in the production of software from the functional design specifications. I managed the design, installation and commissioning of Bakerloo Line Local and Centralised Railway Signalling Control at Baker Street.Manager – Computer Development Section, London Underground 1986 - 1989I prepared software specifications for real-time signalling control. I managed a team of three Technical staff. I managed the design, installation, commissioning and maintenance of the Jubilee, Metropolitan and Bakerloo data communications networks for Railway Signalling control.1978 to 1986 Technical Grade One on the Computer Development Section for a year. Set up the X.25 communications links between the Hewlett-Packard A-Series 1000 computers and the GEC 4000 series computers. Technical Grade Two on the Computer Development Section for 2 years. I wrote code in assembly language and Coral 66 code for RTE-6/VM and the RTE-A operating environments. I was a Craftsman on the Electronics section in the Signal Overhaul Shop for a year, fault finding on electrical / electronic signalling equipment. I undertook an Indentured Apprenticeship in the Chief Signal Engineer's department for 4 years. I was awarded Apprentice of the Year, the Hadaway Trophy. Show less

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  London Underground Limited

  Jul 1993 - Sept 1999

  I managed 20 plus engineering staff and contractors engaged in the maintenance of Signalling Control systems on the Central Line. I managed the Central Line's report centre and duty engineering staff that provided a 24/7 service. I controlled a budget of £3 Million. I collaborated with all levels within the Central Line Project and Central Line Business Unit, accomplishing asset handover from the project team and into maintenance. I directly controlled the handover of £100 million Communications and Signalling Control assets. I led on behalf of the Central Line Business Unit all issues relating to the Communications Private Finance Initiative (PFI). I introduced new contracts onto the Central Line for Signalling and Communications maintenance. Show less I established the support arrangements for the new Signalling, Communications and Power and Electrical Assets that were being commissioned on the Central Line, by the Central Line Project Team. I instigated and developed the change control procedure for changes to hardware, firmware, software and documentation. I managed contractors and contracts for the support of Signalling and Communications systems of the Central Line. I recruited the technical support staff for the signalling control systems. Show less

  • Communications & Control Manager

    Jul 1994 - Sept 1999

  • Systems Engineer

    Jul 1993 - Jul 1994
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  Metronet Rail Limited

  Jul 1999 - Jan 2006

  Signal Manager

  I led a team of 320 plus direct labour engineering employees and contractors engaged in the maintenance of Signalling, Electrical, Communications and Control systems on the Bakerloo, Central, Waterloo & City and Victoria lines. I managed all issues surrounding staff and contractors including technical, financial, safety, quality and environmental issues. I controlled a budget of £19 million. Led on all Industrial Relations issues on Power, Electrical, Communications, Signalling and Control & Information areas. Organised and provided information to enable the Due Diligence process required for company sale through the Public Private Partnership (PPP). I improved the performance of signalling assets across the Infraco by 20% in terms of availability, whilst the company was going through significant change. I managed the Signalling "new works" unit that successfully re-commissioned signalling after major Points and Crossing works. Show less

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  Metronet Rail BCV Limited

  Mar 2006 - May 2011

  Area Infrastructure Manager

  I led a team of 150 plus direct labour engineering employees and contractors engaged in the maintenance of Track and Signalling systems on the Bakerloo and Victoria lines. I managed all issues surrounding staff and contractors including technical, financial, safety, quality and environmental issues. I managed a budget of £12 Million. I led on all Industrial Relations issues on Track and Signalling and areas. I used visualisation techniques to improve the performance of Bakerloo and Victoria Line Track and Signalling systems. Show less

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  Transport for London

  May 2011 - now

  I hold prime accountability for the assurance of all Signalling maintenance across London Underground. I lead on all maintenance assurance activities and review reports of maintenance achievement and investigations into Signalling faults and incidents on the railway. I have for the Signals discipline, on a number of formal incident investigations. I lead on document reviews and approvals in the area of maintenance and for the improvement activities required to keep Legacy Signalling systems operational for a number of years after their design life. I led the work of consultants through external commissions who are engaged to deliver assurance activities that verify that maintenance is being carried out to the required Standards through their undertaking both surveillance and audit activities. Show less I held prime accountability for handover from the Capital Programmes Directorate and into maintenance for all new and modified Signalling and Control & Information Assets. This involved liaising with both the project and maintenance teams, who were my customers for this work, so as to achieve timely handover. The liaison with the maintenance team involved my ensuring that documentation, training, tooling, spares, test equipment and an updated maintenance system was in place prior to handover. The liaison with the project involved me in ensuring that everything was in place that was needed to be handed over. I managed five staff that were embedded in various delivery programmes, facilitating the smooth handover from those projects and into maintenance. Show less

  • Principal Engineering Leader - Railway Signalling

    Oct 2013 - now

  • Asset Performance Development Manager

    May 2011 - Oct 2013