Luke Ashman (MCIPS)

Experience

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  CGI

  May 2011 - Jul 2013

  PMO Team Leader

  • People manager for 8 PMO team members• Mentoring and motivating team members • Conducting regular reviews and annual performance reviews • Managed 3 public sector contracts providing full project support • Project reporting to internal management and external client • Financial and project billing • Project procurement – managing full sourcing cycle • Contract management • Project bid support• Change management • Maintenance of project RAID Log • Maintaining project plans in Microsoft Project Show less

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  GE Aerospace

  Aug 2013 - Mar 2017

  Professional Services & IT Category Leader

  Part of the Indirect sourcing team I was responsible for IT & Professional Services commodities in GE Aviation (civil and military) across Europe and the Middle East and Africa (EMEA). As part of the role I had 3 direct reports. •Leading Professional Services & IT commodity procurement to achieve variable cost productivity, cash flow and controller-ship – managing a $100m spend • Developing a clear strategic sourcing strategy, including category & sub category formulation for all IT & Professional Service spend and communicating the strategy to applicable business stakeholders.• Balancing strategy development with the tactical management necessary to execute cost reduction projects through contract negotiation, process changes, and implementation of cost controls, including collaboration with finance to validate the impact of projects and contract negotiations to the general ledger. • Leading supplier selection, qualification, development, and overall supplier management, including managing the entire contract life cycle from request for proposal to supplier exit. • Creating and enforcing business policies to meet business targets and customer needs, including improving procurement processes and optimising sourcing resources to enhance the customer experience. • Senior internal stakeholder management. Establishing, maintaining and enhancing a professional working relationship with IT, Professional Services and Finance Leaders. • Supplier relationship management & supply base risk management. In my role, I supported multiple high-profile projects within GE. Examples include: • Project & Sourcing lead for NPI Engineering Project. Simplification project to drive an easier and more customer centric sourcing engagement. Nine contracts negotiated and deployed with 6% YOY saving drive. • Negotiation of two multi million US dollar strategic suppliers for contract labour with 2% YOY saving drive Show less

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  Arriva UK Trains

  Apr 2017 - Oct 2018

  IT Category & Commercial Manager

  A senior member of the Arriva UK Trains central procurement team I was responsible for the ICT & Commercial Services commodity across six Train Operating Company (TOCs) franchises owned by Arriva. Based out of Cardiff with regular travel to the Arriva head office in central London to meet with senior management and strategic suppliers, together with travelling to local TOC offices including London, Birmingham, and York. Responsibilities included: Leading the procurement of strategic ICT & Commercial projects, including the deployment of the Digital Train Strategy. As part of the delivery, I worked closely with Director(s) / Head of Department(s) / Senior Project Managers. Past projects have included: o Multi-million-pound tender for the deployment of a Managed Service for Station Wi-Fi across train stations operated by Arriva Trains Wales & Arriva Rail North franchises o Negotiation of a multi-million-pound contract for the deployment of on-board train wi-fi across rolling stock o Multi-million-pound tender and selection a safety critical Control Decision Management Software for use by operational managers o Tender and selection of a preferred supplier for a Revenue Management software o Multi-million-pound contract negotiation for Wan & Mobile contract o Tender for the procurement of new HR, Payroll, and Pension Software Category Management & Sourcing • Creation and leading of category management to drive the category and sourcing strategy for ICT & Commercial Services – managing a £80m Opex spend & Mid-term Plan (MTP) capex Spend • Leading the development of sourcing strategies to achieve annual Mid-term Plan (MTP) savings by working with senior management stakeholders. • Managing the delivery of spend analysis, supply market research & developing market intelligence• Development of Preferred Supplier List & driving contract compliance Show less

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  Transport for Wales

  Oct 2018 - now

  Group IT & Retail Systems Procurement Manager

  A senior member of the procurement team, I am responsible for all IT & Retail Systems procurement across the Transport for Wales Group including Railway, Bus, and Head Office. In total 150+ contracts and multi-million pound spend. As part of the delivery, I work closely with IT Directors, Finance Director(s) / C-level management to run end to end Public Contract Regulations 2015 & Utility Contract Regulations 2016 compliant multi-million pound IT procurement events and subsequent contract management. Projects include key strategic TfW projects outlined in the 2024/25 Business Plan. Previous projects have included: • Full tender and subsequent contract management for the delivery of a multi-million-pound project to implement Pay as you Go travel on the South Wales Core Valleys Lines (procurement of new gate-line hardware, ticket validators, back-office software, PSP software). This is a key project included in the TfW 2024/25 Business Plan • Full tender for TfW Digital Channel and Mobility-as-a Service software. This is a key project in the TfW 2024/25 Business Plan • Full tender and subsequent contract management for the bespoke development and maintenance and support for the Transport for Wales App• Full tender for payroll and rostering software • Full tender for cyber security software • COTS software & hardware from tier 1 vendorsSupplier Relationship & Contract Management: • Accountable for managing relationships with strategic suppliers • Generating an agreed level of cost reductions / value add• Manage supplier performance / the development & monitoring SLA’s & KPI’s• Tracking spend against agreed contract spend thresholds• Drafting contract amendments and contract extensions• Managing poor performance and agreeing performance improvement plans where applicable • Categorising suppliers Bronze, Silver, Gold using defined risk metrics with the contract business owner • Presenting supplier pre-market engagement events Show less