Associate Member

• Sep 2022 - Present

The Travivas network of specialists has collectively a wealth of experience in the power, process, oil & gas, Aerospace and infrastructure industries. We provide our clients with access to proven managerial and technical expertise in support of specific business needs. Visit our website at www.travivas.com The Travivas network of specialists has collectively a wealth of experience in the power, process, oil & gas, Aerospace and infrastructure industries. We provide our clients with access to proven managerial and technical expertise in support of specific business needs. Visit our website at www.travivas.com

Founder & Director

• Sep 2021 - Present

Provider of project and programme management consultancy. Expertise and experience in transforming organisational capability, leading global project, and programme management functions and in the delivery of large scale complex international programmes. Coaching and mentoring enabling project professionals to achieve professional accreditations and chartership. Provider of project and programme management consultancy. Expertise and experience in transforming organisational capability, leading global project, and programme management functions and in the delivery of large scale complex international programmes. Coaching and mentoring enabling project professionals to achieve professional accreditations and chartership.

Group Director of Project and Programme Management

• Dec 2019 - Jul 2021

Leading the transformation of QinetiQ’s project, programme, and portfolio management (P3M) capability, leadership, and culture globally to deliver strategic growth target of £2B per annum. This includes: • Project Management Authority, responsible for the creation of the global P3M vision, strategy, and implementation across QinetiQ to transform delivery capability. • Leadership of the global project management function of 600+ diverse project professionals, building an enduring community capability across QinetiQ • Supported global campaigns and approval of all external proposals prior to release • Development of the global project management career framework a one stop-shop for personal development and accreditations from ‘starter to charter’ delivering an enriched professional employee experience • Group Project and Programme Management process owner, delivering best practice processes to enable optimal business delivery • Raised the external PM profile by judging, sponsoring, and presenting at external events, publications, building relationships with professional bodies and academia with an enhanced presence on social media • Led successful project interventions, turned around poorly performing projects removed potential reputational damage and potential losses of >£200M • Created and implemented the new 3 phase - 11 gateway lifecycle framework, including key principles, policies, training, guides, and templates now in use globally Show less

Combat Systems Director of Project Management

• Jul 2017 - Dec 2019

Project Management Authority for the Naval Ships Global Combat Systems business. • Led the project management function and organisation of 150 staff across the UK, developing skillsets, standardising project capability and leading project interventions. • Led the business transformation programme that provided an annual 10% improvement in business performance, resource utilisation, and output • Responsible for resource management - recruitment campaigns, negotiated and onboarded 3rd party suppliers, retention strategy, direct to jobs, and utilisation. • A coach and mentor for project managers and graduates across BAesystems. • In 2019 was honoured to be awarded a Global PM fellowship by the CEO in recognition of my commitment to the development of the Project Management profession across BAEsystems. • As a BAE Systems Global PM fellow supported the global business, reviewing and rectifying projects, coaching/mentoring, presenting at conferences, and defining the future global project management strategy Show less

• Nov 2015 - Jul 2017

• Created the project management capability and organisation for 500 divers project professionals.• Created the project management vision, strategy, and implementation, that standardised project delivery and enabled performance in a matrix-based organisation• Acted as a coach and mentor for project managers and graduates across BAesystems.• Successfully led project interventions and turned around poorly performing projects and removing potential repetitional damage• Supported bids and major campaigns • Chaired monthly and quarterly major project and business reviews Show less

• Feb 2015 - Nov 2015

• Provided consultancy and Programme management expertise to the Foreign and Commonwealth Office in Whitehall London. • Successfully delivered a key clients turnround project, delivering a large-scale £100M complex infrastructure project in a complex political stakeholder environment (Whitehall), redeploying all staff and infrastructure from various locations to the refurbished Foreign Office, whilst retaining high-security and operational capability during purdah

• Mar 2013 - Feb 2015

Successfully managed the merge of 14 ERP and extant systems to create a single ERP system, key part of the Military Air’s transformation strategy that provided a single source of truth and expected to save billions over its expected lifetime. • Responsible for the integration and delivery of the new ERP system with the 10 transformation programmes across the Military Air Business. Driving out risk, managing dependencies and resolving issues to enable the integration of a £130M transformation programme across the UK.• Chaired the monthly change control board across all systems with diverse set of stakeholders from across the business, suppliers, and end users Show less

• May 2011 - Apr 2013

The newly formed Defence Information business was an amalgation and integration of 3 extant businesses across the UK sites with a global customer base. • Created project management function and capability by integrating 3 extant businesses of 200 project staff across 9 sites, standardising processes, tools, training, and governance• Led the HR1 redundancy programme for project management to downsize and create a capability in line with the strategy and future order book• Provided consultancy and Programme management expertise to various lines of business, programmes and projects across the UK. • Chaired various business and project reviews• Coaching, mentoring and developing staff.• Introduction of automated reporting tools to improve management information.• Creating a Project management Community across the 10 UK sites• Project interventions and deep dives Show less

Operations Director

• Jun 2009 - May 2011

Director role and board member of Stephen Howe Systems Ltd, a Specialist Recruitment company, with staff based across the UK offering high end technical and management resources into the UK Defence Market. Responsibilities included: • Creating and enacting a strategy which enabled survival and profitability during the financial crisis including a move to adjacent markets and customers. • Negotiating with specialist suppliers and customers on costs, margins and opportunities during the down turn. • Transition and update of the IT systems to enable faster turn around for candidates into the marketplace. • Business development - achieving preferred supplier status for new clients and customers in adjacent markets. • Creating the plan to move into the social media space to leverage new opportunities Show less

Head of Project and Programme Management

• Feb 2008 - May 2011

I created the Project Management Function and held a seat on the BAE Systems Project Management Council for the Military Air Business. Also providing consultancy and Programme management expertise to various lines of business, programmes and projects across the UK. Responsibilities included: • Integrating the newly formed PM function with the central Military Air Function. • Implementing an 18 month forward looking PM training programme enabling professional (APM) accreditation for all project management staff. • Governance and control • Coaching, mentoring and developing staff. • Movement of Resources and capability • Support to new project management initiatives Show less

Head of Global Programmes

• May 2000 - May 2011

Head of Global programmes leading a high calibre (CMMI Level 5) complex Systems and Software business. Creating and delivering the strategy across multiple market sectors and locations (Europe, Middle East Australia, Americas). Responsible for the full project lifecycle with a team of over 250 multi-disciplined staff across several sites. This role required constant customer/client interaction with frequent customers visits and engagement around the world. Markets included: • Tactical Data Links - design and supply of tactical data link equipment, simulation, support and consultancy to a global client base. • Readiness and Sustainment - products and tools that enabled customers to maintain and monitor the health of their platforms and associated ‘lifed’ component parts • Support Solutions - maintenance of products, development of training, update for platforms and services. Responsibilities included: • Profit and loss responsibility • Creation and realisation of the vision and strategy for the business • Delivering on the commitments to our customers • Business development - The Pursuit of new and follow on work.. • Leadership of all major bids/campaigns through contract negotiations to successful project execution. • Managing external suppliers.partners • Turning around poor performing projects & stabilising elements of the business. Show less

Head of Software Programmes

• Sep 1999 - May 2000

Managed a high calibre safety critical specialist software team of 50+ engineers developing complex systems and software solutions for the Racal Defence business. Responsibilities included: • Owned and developed all development processes and tools across all programmes. • Management and movement of all software resource across the programmes. • Management of budgets, timescales and costs across the various internal projects. • Management of bids and offerings to customers Managed a high calibre safety critical specialist software team of 50+ engineers developing complex systems and software solutions for the Racal Defence business. Responsibilities included: • Owned and developed all development processes and tools across all programmes. • Management and movement of all software resource across the programmes. • Management of budgets, timescales and costs across the various internal projects. • Management of bids and offerings to customers

Eurofighter/Typhoon Software Manager

• Nov 1996 - Sep 1999

This was a client/customer-facing role working closely with the NATO customer organisation (NETMA). The role had both technical and management activities with a clear focus on cooperation, compromise and overcoming cultural challenges across the four Partner Nations. Responsibilities included: • Acting as industry chairman for international working groups across the 4 nations. • Acting as a consultant to partners/suppliers across the 4 partner countries. • Presenting at industry and NATO conferences, supplier and technical reviews. • Introducing new technology and processes onto the programme. • Interfacing between European NATO customers and industry. Show less