Project Delivery Executive

• Jun 2021 - Present

Director - Defence, Energy & Utilities

• Apr 2008 - Jun 2021

I joined Mace in 2008 to lead the utilities consultancy offering. Since then – along with Mace’s general progression and development – I have grown this part of the business, expanding into the nuclear market by supporting new nuclear build and decommissioning in the UK. More recently, I’ve worked as part of a dedicated executive team responsible for Mace’s entry into the UK defence sector. The successful growth of the defence, energy and utilities business unit is built on a foundation of committed and highly capable Mace people, who have been developed in a collaborative environment and who work collectively towards a set of shared business goals, based on a comprehensive understanding of the market and client needs. In addition to supporting Mace’s growth aspirations, this approach has engaged, developed and inspired talented individuals at all levels across the team, helping them to progress their career grow into the next generation of leaders. In addition to running Mace’s defence, energy and utilities team, I sit on Mace’s Consultancy and Infrastructure boards, advising and reporting into the Chief Operating Officer for Global Property and Infrastructure. I also have the privilege of helping to drive Mace’s aspirations in the north of England and Ireland, through my role as Chair of the Northern Infrastructure and Ireland Steering Board.

Managing Director

• Apr 2014 - Apr 2016

I was appointed by the board of AMA to lead and set up the three way JV called AMA Nuclear Limited. The purpose of the JV was to deliver a SILO Direct-Encapsulation Plant (SDP), which is a large, technical, complex nuclear waste storage facility that was to be designed, constructed and commissioned to handle EPCC intermediate level waste from existing waste silos.The major project, worth >£1.7bn, was designed from the outset to set new benchmarks in the approach to nuclear project delivery and innovation.It was recognised that to drive a change in culture it was vital to integrate the best capabilities from the JV partners, Areva, Mace and Atkins, as well as the client Sellafield. This approach and strategy created a unique, vibrant, and collaborative project environment. The output from the SDP project was a perfect demonstration of its delivery focus, with all key milestones met on time. The lessons learned were diligently captured to ensure the strategy and approach could be applied to future major projects and programmes and support the continual focus on best practice.The successful strategy implemented was founded on five key pillars: Mobilisation , Innovation, Communication, Collaboration, and Integration.Key achievements - New office refurbished to accommodate over 500 people- Mobilised over 400 people- Agreed the vision and values- Employee / Client /Stakeholder - 90% of the joint project team had a clear understanding of the goals and objectives of the SDP Project.- 87% of Employees / Client / Stakeholders agreed they were working in a collaborative environment. - Key milestones: achieved first accepted programme, NDA readiness review, move to all-day house, created and populated integrated management system, completed mobilisation- Project innovation team was set up to challenge the current design to look and use innovative techniques. - IT Hybrid Cloud – implemented a world first for the nuclear industry IMS

Programme Delivery Director (Executive) seconded (Mace)

• Jan 2017 - Mar 2018

I was brought into support the CEO with the development of the programme team within NuGen, which included the PMO, programme delivery and engineering functions. The role further supporting the Executive management team and current shareholders with the potential sale of NuGen.The role was a seconded position from Mace and required me to sit on the Executive Management team at NuGen. I was brought into support the CEO with the development of the programme team within NuGen, which included the PMO, programme delivery and engineering functions. The role further supporting the Executive management team and current shareholders with the potential sale of NuGen.The role was a seconded position from Mace and required me to sit on the Executive Management team at NuGen.

Managing Director (Mace)

• Apr 2012 - Jun 2013

I was seconded to Vennsys, a joint venture partnership between Veolia Water, Enserve and Mace, to lead on the strategy to recover the business from significant financial losses and poor operational performance. Vennsys was a joint venture specifically set up to provide a full end to end metering service and required and I supported the business on an interim secondment role.Its current primary contract is the £330m Metering Managed Service. A 9-year framework until 2020 the delivers all aspects of Thames Water current metering requirements including meter installation, reading and revenue management. Currently Vennsys is installing over 100,000 meters per year and carrying out over 2.5million meter reads. Vennsys is also implementing metering technology to prepare Thames Water for future Smart Metering requirements. This includes installation of Automatic Meters (AMR) and the infrastructure for walk by/ drive and fixed network meter reading. Vennsys has installed over 130,000 AMR meters of which over 6000 are on fixed networks that automatically read the meters. Vennsys has a resource of over 300nr and has full ISO9001Quality Assurance Accreditation for both meter installation and reading. Key Accountabilities-Achieved industry leading customer / client performance KPIs and scores.-Organised and restructured the business, implemented robust commercial and management tools and completed a commercial re-negotiation.-Turned around significant loses (£ m's) and created a sustainable future business.-Contract performance shifted to achieve leading performance criteria, with the client writing to Vennsys to acknowledge this. In addition, financial performance was achieved ahead of business plan and a successful reorganisation was completed.

Head of Programme Management Office (Mace)

• May 2010 - Nov 2011

Head of the Programme Management Office leading an integrated team (Thames Water & Mace) in setting the strategy for Optimisation, Performance and Reporting Commercial and Contract, Audit & Compliance and Innovation for the client’s £3.5bln investment programme. Head of the Programme Management Office leading an integrated team (Thames Water & Mace) in setting the strategy for Optimisation, Performance and Reporting Commercial and Contract, Audit & Compliance and Innovation for the client’s £3.5bln investment programme.

Head of Commercial / Programme Management

• Jul 2006 - Mar 2008

Scottish Water Solutions (SWS) Part Executive Leadership Team, directly reporting to the Chief Operating Officer. Part of a Equity Partnership of which United Utilities were a major shareholder.The main challenge in the role was to transform SWS into a commercial aware programme / project management business which had the right people, processes and systems. This was successfully achieved through a clear strategy and strong leadership. Combined the Commercial and Project Controls teams to form the PMO.I also was the Lead for Scotland for United UtilitiesKey Contributions in Role:-• Increased employee satisfaction by 23% in the first 6 months of the post.• Introduced Management Accounts and accountability through the project teams.• Increased efficiency and profitability through behavioural management training.• Successfully negotiated 2 key areas of the capital programme.

Head of Infrastructure / Close Out

• Oct 2005 - Jul 2006

Promoted within Scottish Water Solutions (SWS) to support the Executive Leadership Team & Chief Operating Officer in all aspects of closing down the Q&SII capital programme, managed capital programme & infrastructure effectively and efficiently whilst also leading the Infrastructure programme to closure.• Handed over £ 585m Assets over to SW in less than 6 months.• Set up Scottish Waters Capital Investment Team for infrastructure delivery.• Closed out the capital managed programme valued at £313m to SW.• Closed out the infrastructure programme £400m.• Make representation to the Executive Leadership Team.

Programme Delivery Manager - North East Scotland

• Apr 2004 - Oct 2005

Seconded by United Utilities to Scottish Water Solutions (SWS) to head up a £200 million pound capital delivery programme over a 3 year period in the North East of Scotland. The role was to lead 212 staff in setting up a focused project delivery function to meet a very challenging programme of non-infrastructure projects.Reporting directly to the Head of Project Delivery I had to build project teams in both Aberdeen & Dundee from eight partners and consultants to deliver my objectives• Increased employee satisfaction from 37% to 76% .• Achieved the most successful delivery area in Scotland.• Won 2 internal business awards and 1 external for best practice.• Achieved success by introducing behavioural scorecards to drive a positive culture to achieve business targets.

Business Area Manager (East)

• Jan 2003 - Apr 2004

Supporting the General Manager in ensuring delivery of a quality multi-utility customer service and agreed performance outputs. Ensure the safe operation of water & waste network assets, within agreed budget, to regulatory standards and performance outputs agreed with Asset Management. Promote and implement a pro-active approach to dealing with customer problems. Ensure a consistent and progressive approach is adopted by Network Services Managers, both Clean and Waste Water, to make sure the Company meets its financial, quality and regulatory targets at least cost and with minimum disruption to the customer. . • To plan, bid for, monitor and review revenue and minor capital budgets at summary budget level. This will make sure that departmental and functional financial targets are achieved.• To achieve and out-perform targets against regulatory standards and Company key performance indicators.• To define and direct the selection, induction and evaluation and recommend the training and development of line managers and operational staff. • To regularly review performance on a 1:1 basis with direct reports.• To establish and review health and safety systems to minimise both work related accidents and promote safety culture through to contractors. • To establish and develop policy and consistency in directing and monitoring work carried out by staff and contractors to make sure we provide a quality customer service.• Achieve the operational outputs and regulatory targets required by AMP3 and XD3 on time and within budget. To provide input to setting SLA’s with Asset Management, Customer Sales and UU Networks.• To support and implement Business Management Processes.