Consultant

• Nov 2021 - Present

Head of Corporate Projects

• Apr 2021 - Nov 2021

I have been recently promoted Head of Corporate Projects. Responsible for a number of internal initiatives such as: • mpleo – Implementation of a new company-wide HR Application • eSignature – Implementation of an electronic signature system (COSI, from Luxtrust)• Lead project planning sessions• Coordinate staff and internal resources• Manage project progress and adapt work as required• Ensure projects meet deadlines• Managing relationships with clients and stakeholders• Oversee all incoming and outgoing project documentation• Conduct project review and create detailed reports for executive staff• Oversee large and diverse teams

Senior Project Manager

• Sep 2017 - Apr 2021

Responsible with: Planning and Budget safeguarding; Enforcing Project Methodology and Tools (e.g. Communication Plan; Team Organizational Chart; Change Management and so on); Suppliers & Stakeholders management; Approval processes; Team commitment • Responsible for delivery of large scale, multi-cultural and multi-site development and infrastructure-type projects, including management of Concierge and Managed Services Contracts. Some clients include: CNPD, OneLife, Skanska, Ville du Luxembourg, NWG, BIL, Tango. Overall responsibility for over 100k per year on support contracts)• Ensure that all projects are delivered on-time, within scope and within budget• Coordinate internal resources and third parties/vendors for the flawless execution of projects• Participate in the definition of project scope and objectives, involving all relevant stakeholders and ensuring technical feasibility• Ensure resource availability and allocation• Develop a detailed project plan to monitor and track progress• Manage changes to the project scope, project schedule and project costs using appropriate verification techniques• In addition to project work, I deputised for the Head of Infrastructure in the day-to-day running of the team (circa 10 tem members, some off-site). My main achievements include: o Set-up and implement a change management procedure for internal and client-related changes o Define and implement internal reporting procedures o Facilitate the preparation of the justification of the move from on-prem to cloud to the board o Facilitate internal training for employees on company’s procedures and project-managementAchievement: Directed the efforts of a team dedicated to deploying a new timesheet system for the company. From understanding the new tool and evaluating its suitability based on our current use and requirements, to delivery of training sessions to senior management and staff; and finally, its successful deployment.

Project Manager

• Jul 2011 - Jun 2016

Responsible for a number of mixed and multi-cultural teamsProject Manager responsibilities:• Tasks and deliverables' mgt, change mgt and document control• Project planning, regular monitoring and change control• Constant review of initial budget estimates, regular monitoring and reporting• Accountable for process mgt included in the project mgt lifecycleAchievement: Successfully managed Beinn Mhor Wind Farm, Owner’s Engineer - a large wind farm project (39 wind turbines) where the budget was significantly increased from GBP 400k to over GBP 1M due to new scope being requested by the client.Proposal Manager responsibilities:• In charge of proposals for Owners’ Engineer assignments in relation to windfarm development• Understand the client’s requirements and set-up a proposal response plan including resourcing, budget and timescales• Liaison with internal stakeholders• Mgt of a team of professionals from different departmentsHaving experienced working in diverse and multicultural teams, I developed an interest in this area, and was recognised by being selected as Regional Diversity Champion for Scotland and NI, as part of Mott MacDonald’s first Diversity and Inclusion initiative.Other projects: Sisters Wind Farm – Northumberland, England, UK – Infinis – PM (Jul 2015 to Jun 2016) – Owners’ Engineer for a 4 WTG wind farm in Northumberland. Scope included: support in discharging planning conditions (namely transport management plan, construction mgt plan), coordination of design, liaison with BoP Contractor, design review, document controlEaster Aberchalder Hydro Scheme – RWE nPower Renewables – Assistant PM –Tender design of a 750kW hydro scheme. Responsible for project’s financial control, reporting and change control, including issuing variations to the client.

Project Manager/ Civil Engineer

• Jul 2007 - Jun 2011

Dungavel Wind Farm (E.ON Climate and Renewables) – Deputy PM on a 30MW wind farm for E.ON as owners’ engineer. Included dealing with discharge of planning conditions and overall project management.Lynemouth Wind Farm, Technical Advisory Services, NE England (Scottish Power Renewables) – Deputy Project Manager responsible for a 26MW wind farm in NE England as technical advisor to Scottish Power Renewables for all civil related activities.Strathblane Sewage Treatment Works (STW), Capital Maintenance, Scotland (Scottish Water Solutions 2, 2010) – Civil engineer/assistant project manager on a capital maintenance project at Strathblane STW.Ardbeg and Port Bannatyne Sewerage Scheme, Detailed Design, Scotland (Scottish Water CID, 2010) – Design Lead for the Capex 2-3 Design of the collection and transfer system for Ardbeg and Port Bannatyne, Isle of Bute.Larkhall UIDs (Scottish Water CID, 2010) – Management of the Larkhall UIDs project for Scottish Water. This also consisted leading the final phases of the Capex 2-3 Design of Church Street CSO, where Mott MacDonald was working for Byzak Limited.Ayrshire PFI – Project manager - Mott MacDonald was technical advisor to the Royal Bank of Scotland for the operational phase of a wastewater treatment PFI project. Glasgow Strategic Study – WTW Strategy – Assistant Project Manager – The objective of the study was to identify long-term integrated and sustainable wastewater treatment strategy for four treatment works, Daldowie, Dalmarnock, Dalmuir and Shieldhall, in the Metropolitan Glasgow area, and to improve water quality in the River Clyde.Climate Change Mitigation – Energy – Small Scale Renewable Generation – Hydro and Wind Opportunities (Scottish Water) – Project manager. Responsible for managing a multidisciplinary team to prepare a business case for the Scottish Government identifying potential hydro and wind generation schemes, and their capabilities, within existing Scottish Water assets.

Project Manager

• Jan 2007 - Jul 2007

Project Manager responsibilities:• Responsible for projects’ management throughout the project lifecycle. Primarily focused on outputs, budgets, timescales and milestones along with stakeholders management• Acted as planning supervisor; in charge with health and safety and responsible for ensuring compliance with company procedures• Portfolio comprised schemes from the water quality and CSO programmes, to the value of approximately £9 million• Coordinated a portfolio of projects as part of the CapEx programme for Scottish Water• Involved in the project from its initial stages, when the solution was still being investigated and evaluated based on NPVAchievement: One of the most successful project managers in achieving Cx5 approvals and managed to over achieve the targets set for end of March 2007. Cartvale CSO was delivered early than programmed and with an efficiency of £100,000 (~10% of the project value)

Assistant Project Manager/Programme Co-ordinator

• Oct 2004 - Dec 2006

• Defined rules for expenditure approvals for the CSO programme• Produced templates for monthly reporting and took charge of resource management of the team (+20 people across Scotland)• Supported Project Managers in preparing applications for funding• Contributed significantly to the overall achievement of quality of the Glasgow office, in relation to project management standards, by becoming an internal quality auditor• Recognised for my contribution by being awarded Auditor of the Quarter• Programme Coordinator in Scottish Water Solutions defining the Quality and Standards (Q&S) III programme rules (PR) for different investment programmes – water quality, wastewater quality, UID, water resourcesSupport the programme manager for the unsatisfactory intermittent discharge (uID) team for Q&SIII• Undertook resource analysis, assessment of utilisation levels of project teams to reconcile project data with resource levels and undertake and report earned value analysis at programme level• Set up common formats for monthly reporting for projects and programme• Prepared applications for funding approvals; prepared project programmes, resource and cost profiles and compilation of information required by Scottish Water for regulatory reporting (WIC, SEPA)Projects:Managed projects equated to an investment of £4 million and delivered the lead strategy for Scottish Water:• Managed the installation of lead test rigs in 52 sites throughout Scotland• Installation of mono sodium phosphate (MSP) plants in 11 sites and upgrade of around 80 orthophosphoric acid dosing plantsInternal Quality Auditor responsibilities:Ensured the business management system was being adhered to by employees and ensuring improvement suggestions were being communicated back to the business. Achievement: In 2006 was awarded “Auditor of the Quarter” for involvement and commitment

Process Engineer

• Jan 2004 - Oct 2004

Several Quality and Standards (Q&S) II Projects • In charge with evaluation and improvement of existing processes and/or design of new process for water and wastewater treatment plants in ScotlandProcess Selection Matrix• Production of a leaflet to aid Project Managers in identifying the best water or wastewater treatment process to be used for each location, based on size of population and other variables• Responsible for producing a leaflet that was visually appealing, and that contained all the information necessary in a summarised manner

Graduate Trainee

• Sep 2001 - Dec 2003

Ashford Common and Kempton Park Advanced WTW• EMS implementation – coordinated the implementation of the EMS in Ashford Common and Kempton Park. Both sites were audited in March 2004 to become ISO 14001 certified.• Assessment of the rapid gravity filters (RGFs) at Ashford Common – analysed head loss and flow data from the RGFs As a result of the analysis a new monitoring system was implemented• Black Start of Ashford Common advanced water treatment works (AWTW) – co-ordinated the initial activities related to the Black Start of Ashford Common. (Black Start - cutting the power supply to the AWTW and restarting it all again with no interference to the water supply)• Recalibration of the West Contact tank flow meter – Operations’ liaison engineer for this project, dealing with engineering and information control and automation (ICA) achieving the desired result without interfering with the operation of the siteTaxonomy Project, Knowledge Management (KM) – Co-ordinator of the project as part of TW's KM strategy of making knowledge visible.Process Quality Waste, Operations • Flow report – responsible for a monthly report checking if the volumes discharged from STWs were in accordance with their consents. • Substitution of the coagulant used in the STW to achieve better effluent qualityDue Diligence/Integration, TW International – A key player in the acquisition of Pridesa and Ondagua (engineering companies in Spain with expertise in desalination). Sewer Flooding, Operations – Involved with a diverse range of issues related to the company’s strategy to sewer flooding; regulation (liaison with OfWat), asset management (long-term investment), engineering (delivery of schemes), customer management (liaison with the CSC), management of data and reporting mechanisms, communication within the business to influence key opinion formers, understanding of the sewerage system and the influence the media can have on this issue.