Experience

Adastra Group

• United Kingdom
• Business Consulting and Services
• 1 - 100 Employee

• CEO

  • Jun 2017 - Present

  The Adastra name is inspired by our founder’s pride in having served for 23 years in Her Majesty’s Royal Air Force. The RAF motto ‘per ardua ad astra‘ translates as ‘through adversity to the stars’, and aptly represents the struggles many businesses face in being successful in such difficult times. Adastra takes pride in helping businesses aim for the stars. Adastra specialise in designing and delivering bespoke programmes that combine developing high performing teams and empowering people, with deploying innovative tools and techniques to help embed a sustainable culture of operational excellence. Our programmes help organisations develop, deploy, and deliver robust strategic business plans, create an environment and capability that supports continuous improvement, and go on to meet challenging business targets and be seen to be delivering excellent value for their customers. We are passionate about what we do. We have a love of helping, coaching, and inspiring people and teams to be the best that they can be, we also believe that for organisations to truly excel they have to be open to experimentation, innovation and new technologies to solve business problems and continuously improve. Show less



TOPP Tactical Intelligence Ltd

• United Kingdom
• Software Development
• 1 - 100 Employee

• Director

  • Apr 2023 - Present

  TOPP TI is a software solution provider and the proud maker of PRESTO P-D-C-A. PRESTO P-D-C-A is a cloud-based operational excellence business management enterprise solution offering functionality and discipline in the end-to-end management of continuous improvement activity regarding business process optimisation without the use of spreadsheets. TOPP TI is a software solution provider and the proud maker of PRESTO P-D-C-A. PRESTO P-D-C-A is a cloud-based operational excellence business management enterprise solution offering functionality and discipline in the end-to-end management of continuous improvement activity regarding business process optimisation without the use of spreadsheets.



Network Rail High Speed

• United Kingdom
• Rail Transportation
• 100 - 200 Employee

• Strategic Business Consultant

  • Aug 2021 - Sep 2022

  Engaged to lead a team delivering various workstreams including a new Target Operating Model. Workstreams included programme management and governance for TOM implementation, business governance and assurance, business reporting, business process mapping, business change portfolio governance and management, and development and implementation of a strategy deployment framework using Hoshin Kanri principles. Engaged to lead a team delivering various workstreams including a new Target Operating Model. Workstreams included programme management and governance for TOM implementation, business governance and assurance, business reporting, business process mapping, business change portfolio governance and management, and development and implementation of a strategy deployment framework using Hoshin Kanri principles.



Network Rail

• United Kingdom
• Rail Transportation
• 700 & Above Employee

• Strategic Business Consultant

  • Mar 2020 - May 2022

  Engaged to design and develop a visual management approach for the new Infrastructure Directorate. Project launched at the start of the COVID 19 Pandemic so had to overcome the challenges of remote working and deploying new technologies to enable regular visual management meetings. Also designed, developed and implemented a strategy deployment framework using Hoshin Kanri principles. Engaged to design and develop a visual management approach for the new Infrastructure Directorate. Project launched at the start of the COVID 19 Pandemic so had to overcome the challenges of remote working and deploying new technologies to enable regular visual management meetings. Also designed, developed and implemented a strategy deployment framework using Hoshin Kanri principles.



Benenden Health

• United Kingdom
• Hospitals and Health Care
• 200 - 300 Employee

• Strategic Business Consultant

  • Nov 2019 - Mar 2020

  Engaged to design and implement a strategy deployment and execution framework utilising Hoshin Kanri principles. Development of business 3 – 5 year long term objectives, annual objectives and delivery plan, and a balanced score card with key result areas and key performance indicators to measure success. Engaged to design and implement a strategy deployment and execution framework utilising Hoshin Kanri principles. Development of business 3 – 5 year long term objectives, annual objectives and delivery plan, and a balanced score card with key result areas and key performance indicators to measure success.



Network Rail

• United Kingdom
• Rail Transportation
• 700 & Above Employee

• Project Director

  • Jun 2017 - Dec 2019

  Project Director for the design of a Lean Leadership and Cultural Change training approach for Route Services and Network Rail Training.Development of a holistic training system including training accreditation, delegate certification, and a Lean initiative management system to ensure alignment to business objectives and outputs.

• Subject Matter Expert

  • Jul 2017 - Dec 2017

  Subject Matter Expert for the Ellipse Exploitation Programme, exploring better use of Ellipse version 8 and associated systems to support improved asset data quality and asset management.



Network Rail High Speed

• United Kingdom
• Rail Transportation
• 100 - 200 Employee

• Project Director

  • Dec 2017 - Nov 2018

  Project Director for the design and implementation of a Lean Strategy and Cultural Change programme for Network Rail High Speed, including the development of a holistic training system, including training accreditation, delegate certification, and a Lean initiative management system to ensure alignment to business objectives and outputs. Project Director for the design and implementation of a Lean Strategy and Cultural Change programme for Network Rail High Speed, including the development of a holistic training system, including training accreditation, delegate certification, and a Lean initiative management system to ensure alignment to business objectives and outputs.



Southeastern Railway

• United Kingdom
• Rail Transportation
• 700 & Above Employee

• Project Director

  • Apr 2017 - Dec 2017

  Project Director for the design and implementation of an executive-level Visual Performance Management Centre for the Train Services Director and an additional centre for the HEad of Train Drivers Project Director for the design and implementation of an executive-level Visual Performance Management Centre for the Train Services Director and an additional centre for the HEad of Train Drivers



Network Rail

• United Kingdom
• Rail Transportation
• 700 & Above Employee

• Programme Director

  • Jan 2016 - Mar 2017

  Programme Director (Route Change) leading a team responsible for all Business Plan Delivery, Business Change activity, and Continuous Improvement activity across the Route. Member of the Route Executive Team.Leading the development of the Route’s LEAN / Continuous Improvement Strategy, including the delivery of LEAN Learning Academies, and other LEAN training and coaching enabling sustainable knowledge transfer and the creation of a permanent internal Network Rail Continuous Improvement Team.Leading the delivery of a diverse portfolio of Business Change Initiatives designed to meet Business Plan outputs including Safety and Performance targets, and OPEX and CAPEX budgets. Including the design and implementation of an organisation and governance structure to enable and assure delivery.Leading a Change Management Office Team responsible for other key business plan deliverables including Route Risk, Business Continuity, CP5 Business Plan management, CP6 Business Plan development, Business Reporting, and Business Change Portfolio governance and assurance. Show less

• Programme Manager

  • Jun 2014 - Dec 2015

  Lean Transformation Programme Manager responsible for design and implementation of a Lean Business Strategy for the Route.Design of a new Route organisation structure to support the new strategy, including the development of an in-house team of Lean experts to help drive Business Plan delivery and Continuous Improvement.Development of a Lean Learning Academy for the Route, designed to develop the Route’s internal Lean knowledge and capability; and facilitate knowledge transfer from the Lean experts to the business.Management of a team of 5 LEAN experts embedded throughout the Route rolling out Visual Performance Management Centres, from the Route Managing Director down to the delivery teams, across Operations, Maintenance, and all central functions. Show less

• Portfolio Manager

  • Sep 2013 - May 2014

  Portfolio Manager responsible for the design and implementation of a £175m business change portfolio to meet Control Period 5 (CP5) regulatory outputs and business targets.Implementation of a Portfolio Management Office and associated governance structure to manage 4 programmes and in excess of 100 projects across the business.Adoption of Network Rail's MSP4NR business change programme methodology and introduction of Lean Visual Management techniques to enable route-wide focus on the portfolio and provide a structured method for delivery throughout CP5. Show less

• Business Strategy Consultant

  • Apr 2013 - Dec 2013

  Business Strategy Consultant employed to lead the development and delivery of the CP5 Business Plan for Network Rail Sussex Route.Responsible for the co-ordination and documentation of the final Business Plan covering Operational (OPEX) and Capital (CAPEX) expenditure across all areas of the business including Asset Management, Maintenance, Operations and HQ.Also included the development of various enabling plans to demonstrate how the Route will meet business performance targets, including safety, performance, capacity, asset management, investment delivery, people, funding and efficiency. Show less

• Programme Manager

  • Aug 2012 - Apr 2013

  Programme Manager at Network Rail for a significant circa £35m Buildings & Civils Asset Management (BCAM) Transformation Programme.Responsible for delivering the closure of 77 recommendations detailed in a Tripartite Report commissioned by the Office of Rail Regulation (ORR), an Independent Reporter (ARUP) and Network Rail, based upon an Institute of Asset Management (IAM) framework assessment of Buildings and Civils Asset Management capability.Also responsible for launching the Programme Definition Phase of Phase 2 of the BCAM Transformation Programme, a Business Change Programme designed to deliver complete people, process, systems and data Business & IT change, including the replacement of circa 79 bespoke Asset Management Systems with a single national system aligned to Network Rail’s corporate data strategy. Show less

• Programme Manager

  • Jan 2012 - Jan 2013

  Programme Manager at Network Rail for a £3m Geotechnical (Earthworks, Drainage and Mining) CP5 Strategic Business Plan Development Programme.Responsible for the management of a diverse Geotechnical team (both internal and external) delivering a range of projects including Whole Life Cost (Tier 1) and Asset Specific (Tier 2) Modelling, Policy Development, Route Asset Management Plans (RAMPS) Development, Unconstrained Workbank, Asset Information and Data Improvements, Targets & KPI’s, and Tolerable Risk. Show less

• Project Manager

  • Jun 2011 - Dec 2011

  Project Manager for the CEFA Project (Civils Examination Framework Agreement) of Network Rail’s Buildings & Civils Asset Management Transformation Programme.Responsible for the development and delivery of a Structural Examinations Compliance Recovery Programme, utilising LEAN techniques including Visual Management, Root Cause Analysis, and 5-Why Analysis to understand the cause of the examination non-compliance and develop performance improvement initiatives.



MTR Corporation (Crossrail) Limited

• United Kingdom
• Transportation/Trucking/Railroad
• 100 - 200 Employee

• Project Director

  • Apr 2015 - Nov 2015

  Project Director for the design and implementation of an executive-level Visual Performance Management Centre for the new TfL Rail concession. Project Director for the design and implementation of an executive-level Visual Performance Management Centre for the new TfL Rail concession.



Airbus

• France
• Aviation and Aerospace Component Manufacturing
• 700 & Above Employee

• Senior Consultant

  • Jan 2011 - Apr 2011

  Working for the Head of Supply Chain & Logistics to develop and implement Visual Management systems across its 1st Tier supplier base supporting the new A350XWB build programme. Working for the Head of Supply Chain & Logistics to develop and implement Visual Management systems across its 1st Tier supplier base supporting the new A350XWB build programme.



Transport for London

• United Kingdom
• Non-profit Organizations
• 700 & Above Employee

• Senior Consultant

  • Jan 2006 - Dec 2009

  Senior Consultant working for the Chief Maintenance Officer at London Underground. Successfully delivered several quantifiable Projects and Performance Improvement Initiatives in the Track & Signals, Stations & Civils and Strategic Planning & Performance areas. Senior Consultant working for the Chief Maintenance Officer at London Underground. Successfully delivered several quantifiable Projects and Performance Improvement Initiatives in the Track & Signals, Stations & Civils and Strategic Planning & Performance areas.



Italian Tornado Lease Project Team

• Programme Manager

  • Jan 2001 - Jan 2006

  Programme Manager with technical and commercial responsibility for a fleet of 24 Tornado F3 aircraft leased to the Italian Air Force. Programme Manager with technical and commercial responsibility for a fleet of 24 Tornado F3 aircraft leased to the Italian Air Force.



Royal Air Force Coningsby

• Logistics Manager and Health & Safety / Quality Assurance Representative

  • 1998 - 2001

  Senior Manager responsible for planning and organising deployment of circa 15 aircraft, 200 personnel and all associated support equipment to operational theatres worldwide.

• Engineering Trade Shift Manager and Trade Specialist

  • 1995 - 1998

  Senior Manager responsible for ensuring aircraft availability to meet operational requirements.