Experience

Ontic

• United Kingdom
• Aviation and Aerospace Component Manufacturing
• 500 - 600 Employee

• Head of Projects

  • Oct 2021 - Present

  Leading the projects team across 2 business units in support of sustaining and product improvements for hydraulic and electronic equipment for Ontic. A multi-disciplinary team responsible for the through life support of a wide range of civil and military equipment. Working with Saab to support T-7 Red Hawk and Leonardo to support AW609 and AW101. Leading the projects team across 2 business units in support of sustaining and product improvements for hydraulic and electronic equipment for Ontic. A multi-disciplinary team responsible for the through life support of a wide range of civil and military equipment. Working with Saab to support T-7 Red Hawk and Leonardo to support AW609 and AW101.



TRIUMPH

• United States
• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• Head of Projects

  • Oct 2018 - Sep 2021

  Responsible to Engineering Director for the execution and delivery of the engineering tasks associated with all projects. Responsible for the financial and lifecycle process governance and the line management of the project managers. Tasked to deliver best practise and to develop and mentor project managers.

• Engineering Project Manager

  • Nov 2014 - Oct 2018

  Managing integrated project teams to deliver cradle to grave support of hydraulic equipment for a wide range of Civil, Military & Marine customers. Responsible for new product development, product improvement and delivery of current orders as well as business improvement initiatives.



QinetiQ

• United Kingdom
• Defense and Space Manufacturing
• 700 & Above Employee

• Airseeker PMO Programme Manager

  • Mar 2014 - Sep 2014

  Supporting the delivery of the Airseeker capability through the provision of an extended Project Management Office service which enables the agile application of SQEP resources to the Airseeker Programme in order to meet Initial Operational Capability (IOC). Supporting the delivery of the Airseeker capability through the provision of an extended Project Management Office service which enables the agile application of SQEP resources to the Airseeker Programme in order to meet Initial Operational Capability (IOC).



Wescom Defence

• United Kingdom
• Defense and Space Manufacturing
• 1 - 100 Employee

• Operations Director / Programme Director

  • Jul 2011 - Feb 2014

  Responsible for new product introduction as well as management of sales orders. Also for driving internal projects generated by changes in process or systems, or through Business Improvement. Responsible for new product introduction as well as management of sales orders. Also for driving internal projects generated by changes in process or systems, or through Business Improvement.



Defence Contractor

• Self-Employed Contractor

  • Nov 2010 - Jun 2011

  Seeking to build a contract business in the Defence Sector. Associate with Harmonic Ltd. Also working with various agencies to develop commercial offering in support of UK MoD contracts. Including re-development of Brize Norton. Seeking to build a contract business in the Defence Sector. Associate with Harmonic Ltd. Also working with various agencies to develop commercial offering in support of UK MoD contracts. Including re-development of Brize Norton.



QinetiQ

• United Kingdom
• Defense and Space Manufacturing
• 700 & Above Employee

• Head of Sales for Flight Engineering Services

  • Feb 2007 - Oct 2010

  "Building New Business." As a member of the Executive Team (Board level position for £85m p.a. turnover organisation) I was tasked to "design", "build" and "operate" a Sales and Business Development function for a project-led business within the Managed Services Sector of QinetiQ. This necessitated driving Sales Management / Leadership across the business, mentoring and training staff at all levels to drive high value selling with improved win rate and higher margin. I led the development of a strategic change programme targeting markets in the US and Europe with business propositions that have grown the sales funnel so it delivers an additional £20m of external orders a year. Future growth targeted at developing the Long Term Partnering Agreement with MoD to allow greater flexibility for QinetiQ to work with commercial organisations. Also establishing longer term relationships to partner for the design, manufacture and installation of Flight Test Instrumentation and Structural Health Monitoring equipment. Specific programmes won include £10m contract from Boeing IDS for the recovery of 8 Chinook helicopters and £10m of contracts to support the UK MoD Sea King fleet.



Sam Clar Office Furniture

• United States
• Furniture and Home Furnishings Manufacturing
• 1 - 100 Employee

• Relations with Industry Team Leader

  • Sep 2006 - Feb 2007

  Relations with Industry Team Leader - Leading Strategic Change, I was responsible for developing new commercial arrangements resulting from the Defence Industrial Strategy. Reporting into the Defence Commercial Director (at 3 Star level) with responsibility for translating strategy into commercial guidance for all Project Teams across defence acquisition. As part of the overall Defence Acquisition Change Programme led a team at Abbey Wood to define the commercial principles needed to exploit the growing partnered approach between MoD and Industry. Joint Chair of the Relations with Industry Committee (alongside Industry member from BAeS) to allow industry to respond to this strategic change through the Commercial Policy Group. Responsible for developing consensus with Industry in order to establish agreement and implementation of guidance on partnering principles and use of a sophisticated toolset to provide a common approach to assessing value for money. Developed commercial aspects of Through Life Capability Management putting in place a mechanism to manage the interface between Industry and Decider function within MoD. Ensured that tools to support these processes were robust and tested by both MoD and Industry teams.



DARA

• Programme Director

  • Nov 2004 - Feb 2006

  Leading Tactical Change. I was responsible to the DARA Board for the creation of a Lean depth maintenance facility that doubled the size of the rotorcraft business over a period of 3 years within existing production facilities. At the same time reducing cost per maintenance hour by 30%. In the first year reduced price per hour by more than 20% whilst increasing business volume by 50%. Established 7 flow (pulse) lines for maintenance using "Lean" manufacturing techniques. This lean transformation was assessed as, "the most aggressive lean programme in Europe" by Simpler Consulting. Responsible for managing the customer-interface with MoD and Industry to ensure the required support was maintained to deliver the success of Roll Back. During this period responsible for leading a programme to increase customer satisfaction by 15%, for the rotorcraft business, using an Industry standard Customer Review Process.

• Key Account Director

  • Nov 2001 - Nov 2004

  Reporting to the DARA Board, I managed the commercial interface between DARA and its customer base. I was Opportunity Manager or Bid Manager for a number of commercial contracts to expand DARA's Order Cover. Accountable for a personal Order Intake target of £60m per year. I led the DARA proposal for the through life support for Chinook helicopters delivering a £65m commitment for the first 5-years of a 30-year contract. Led and won major campaigns in support of, Boeing, Honeywell, Rolls Royce, Turbomeca and AgustaWestland.



DARA

• Internal Consultant

  • Nov 1999 - Dec 2000

  I Project Managed the second phase of Enterprise Transformation, an Activity Based Management led change programme. Working with KPMG consultants to deliver a step change in performance across 2 of the DARA sites. This £6m project successfully completed on time and cost with evidence of culture change across the organisation that embraced the need for continuous change and Operational Excellence. I went on to lead implementation of this change across the business. I Project Managed the second phase of Enterprise Transformation, an Activity Based Management led change programme. Working with KPMG consultants to deliver a step change in performance across 2 of the DARA sites. This £6m project successfully completed on time and cost with evidence of culture change across the organisation that embraced the need for continuous change and Operational Excellence. I went on to lead implementation of this change across the business.



Royal Air Force (RAF)

• Armed Forces
• 700 & Above Employee

• Engineer Branch

  • Apr 1980 - Nov 1999

  Career highlights include: Responsible for procurement policy for Ground Support Equipment with an annual budget of £30m. Delivered new process for procurement of Ground Support Equipment in line with Chief of Defence Procurement Instructions and PRINCE2 methodology. Undertook review of RAF ground equipment holdings leading to a rationalisation of stocks and the disposal of £5m worth of surplus equipment. Project managed multi-million pound project to recover deployed weapons, including transportation to UK bases and the development of recovery techniques to restore weapons to stockpile condition. Project managed upgrade programme to cluster bomb dispensers to introduce radar-fusing system. Established manufacturing facility at RAF Marham to embody modification package. NATO Tactical Evaluation (Taceval) team member evaluating readiness of NATO Air Forces. Managed team of 200 personnel responsible for all maintenance and preparation of weapon stockpiles to support 4 Tornado squadrons.