Oliver Price MAPM
Decommissioning Manager at Urenco Nuclear Stewardship- Claim this Profile
Click to upgrade to our gold package
for the full feature experience.
Topline Score
Bio
Leigh Johnson IEng MIET AWeldI
Oliver and I first worked together when he was the Project Manager for the Engineering Resource Alliance (ERA) Manufacturing Engineering Cell (MEC), which was a four company collaboration providing Engineering Services to the Client - Rolls Royce Nuclear Marine. I was working for a member company in the MEC Lead Manufacturing Engineer role and Oliver was responsible for project managing our entire collective efforts - no small feat! During all my dealings with Oliver I found him to be honest, very hardworking and true team player with a very clear vision of the direction our team should take. When I joined Amec I was very pleased to learn that Oliver would once again be my project manager. His hard work and dedication lead to any number of work opportunities - Oliver seems to have an almost uncanny ability to sniff out packages of work. During our closer collaborations I found Oliver to be supremely efficient and a skilled negotiator, I found I could ask almost anything of him and if he said he would deliver an answer or technical package it was guaranteed to happen, he never once let me down. The project that was managed by Oliver has now ended and unfortunately so has our collaboration, but I would jump at the opportunity to work with him again, safe in the knowledge that the project would be in the best of hands.
Leigh Johnson IEng MIET AWeldI
Oliver and I first worked together when he was the Project Manager for the Engineering Resource Alliance (ERA) Manufacturing Engineering Cell (MEC), which was a four company collaboration providing Engineering Services to the Client - Rolls Royce Nuclear Marine. I was working for a member company in the MEC Lead Manufacturing Engineer role and Oliver was responsible for project managing our entire collective efforts - no small feat! During all my dealings with Oliver I found him to be honest, very hardworking and true team player with a very clear vision of the direction our team should take. When I joined Amec I was very pleased to learn that Oliver would once again be my project manager. His hard work and dedication lead to any number of work opportunities - Oliver seems to have an almost uncanny ability to sniff out packages of work. During our closer collaborations I found Oliver to be supremely efficient and a skilled negotiator, I found I could ask almost anything of him and if he said he would deliver an answer or technical package it was guaranteed to happen, he never once let me down. The project that was managed by Oliver has now ended and unfortunately so has our collaboration, but I would jump at the opportunity to work with him again, safe in the knowledge that the project would be in the best of hands.
Leigh Johnson IEng MIET AWeldI
Oliver and I first worked together when he was the Project Manager for the Engineering Resource Alliance (ERA) Manufacturing Engineering Cell (MEC), which was a four company collaboration providing Engineering Services to the Client - Rolls Royce Nuclear Marine. I was working for a member company in the MEC Lead Manufacturing Engineer role and Oliver was responsible for project managing our entire collective efforts - no small feat! During all my dealings with Oliver I found him to be honest, very hardworking and true team player with a very clear vision of the direction our team should take. When I joined Amec I was very pleased to learn that Oliver would once again be my project manager. His hard work and dedication lead to any number of work opportunities - Oliver seems to have an almost uncanny ability to sniff out packages of work. During our closer collaborations I found Oliver to be supremely efficient and a skilled negotiator, I found I could ask almost anything of him and if he said he would deliver an answer or technical package it was guaranteed to happen, he never once let me down. The project that was managed by Oliver has now ended and unfortunately so has our collaboration, but I would jump at the opportunity to work with him again, safe in the knowledge that the project would be in the best of hands.
Leigh Johnson IEng MIET AWeldI
Oliver and I first worked together when he was the Project Manager for the Engineering Resource Alliance (ERA) Manufacturing Engineering Cell (MEC), which was a four company collaboration providing Engineering Services to the Client - Rolls Royce Nuclear Marine. I was working for a member company in the MEC Lead Manufacturing Engineer role and Oliver was responsible for project managing our entire collective efforts - no small feat! During all my dealings with Oliver I found him to be honest, very hardworking and true team player with a very clear vision of the direction our team should take. When I joined Amec I was very pleased to learn that Oliver would once again be my project manager. His hard work and dedication lead to any number of work opportunities - Oliver seems to have an almost uncanny ability to sniff out packages of work. During our closer collaborations I found Oliver to be supremely efficient and a skilled negotiator, I found I could ask almost anything of him and if he said he would deliver an answer or technical package it was guaranteed to happen, he never once let me down. The project that was managed by Oliver has now ended and unfortunately so has our collaboration, but I would jump at the opportunity to work with him again, safe in the knowledge that the project would be in the best of hands.
Credentials
-
APM Practitioner Qualification
Association for Project ManagementNov, 2014- Nov, 2024 -
APM Project Management Qualification (IPMA Level D)
Association for Project ManagementOct, 2007- Nov, 2024
Experience
-
Urenco Nuclear Stewardship
-
United Kingdom
-
Chemical Manufacturing
-
1 - 100 Employee
-
Decommissioning Manager
-
Oct 2020 - Present
-
-
Senior Project Manager
-
Jun 2018 - Oct 2020
-
-
-
Wood
-
United Kingdom
-
Professional Services
-
700 & Above Employee
-
Senior Project Manager
-
Oct 2017 - Jun 2018
-
-
-
Amec Foster Wheeler
-
United Kingdom
-
Oil and Gas
-
700 & Above Employee
-
Senior Project Manager
-
Jan 2014 - Oct 2017
An exciting period working as both a Senior Project Manager for Amec Foster Wheeler and as a Project Manager for Urenco, delivering packages of work within the Logistics Programme. For Amec Foster Wheeler this included delivery of the initial two phases of a COSER, including HAZAN generation and progression of long-lead activities in support of substantiation, whilst also managing and assuring the portfolio of work Amec Foster Wheeler have with Urenco. Reporting to the Operations Manager, utilising and managing a multi-disciplinary team located at a number of satellite locations to guarantee a successful delivery to both Amec Foster Wheeler and Urenco.As Project Manager for Urenco, responsible for the management of a number of projects within the Logistics Programme, notably the management of changing requirements and, subsequently, scope of work for delivery of a critically important asset. Effectively performed a complete re-baseline of this project from the business case upwards achieving approval and sign-off during the design review process. Worked in conjunction with the Programme Manager and Project Sponsor completing significant stakeholder management activities, whilst assuring delivery of the programme. Design phase £1.3M, implementation and delivery estimated at £6.5M.
-
-
Project Manager
-
Jun 2011 - Jan 2014
Facilitated project delivery within the Engineering Resource Alliance (ERA) framework, including the management of project teams across the ERA partnership, providing a successful delivery to the client. Managed multiple projects ranging from £50k through to £900k, both fixed price and time and materials based, with varying levels of complexity, risk and potential impact on reputation. Each year helped ensure that the C&HS team has met or exceeded its Short Range Plan (SRP) targets. Acted as the Programme Manager for AMEC supporting Plant Life Extension to one of their major clients, managing project teams across multiple AMEC business units in support of a single delivery. In parallel with this provided support and governance to the C&HS project team to help assure its SRP targets and the development of more junior staff – acting as a supervisor to graduates where possible.
-
-
-
Powder Systems Limited
-
Liverpool, United Kingdom
-
Project Manager
-
May 2008 - Jun 2011
Managed multiple complex projects from sales handover through to implementation. Project timelines ranged from 8 weeks through to 20 months, with fixed price project values ranging from £20k to £1m. Responsible for reporting on each project monthly to the Managing Director. Customer interfacing and management skills were critical to delivering successful projects in this multi disciplined and diverse supplier of bespoke Pharmaceutical manufacturing equipment internationally. Managed multiple complex projects from sales handover through to implementation. Project timelines ranged from 8 weeks through to 20 months, with fixed price project values ranging from £20k to £1m. Responsible for reporting on each project monthly to the Managing Director. Customer interfacing and management skills were critical to delivering successful projects in this multi disciplined and diverse supplier of bespoke Pharmaceutical manufacturing equipment internationally.
-
-
-
BAE Systems
-
United Kingdom
-
Defense and Space Manufacturing
-
700 & Above Employee
-
Assistant Project Manager
-
Oct 2007 - May 2008
Responsible for creating the Project plans for the implementation of the project. Activities included the development of the project WBS, OBS and schedule for a project spanning 4 organisations. The project was of strategic importance to BAE and had complex organisational interfaces; therefore it was vital that these were captured correctly to facilitate successful implementation.
-
-
Project Engineer
-
Apr 2007 - Oct 2007
The role was key to the implementation and delivery of the Project Control System that would be operated by the business over the next 5 years. This required stakeholder engagement at all levels within the organisation to progress work through to completion, whilst obtaining appropriate authorisation. Delivery schedules were generated with engineering teams and subsequently analysed using Schedule Risk Analysis software.
-
-
Project Planner
-
Dec 2005 - Apr 2007
-
-
-
GKN Aerospace
-
United Kingdom
-
Aviation and Aerospace Component Manufacturing
-
700 & Above Employee
-
Quality Lab Technician
-
Sep 2000 - Jun 2002
-
-
Education
-
2002 - 2005
University of Portsmouth
BENG (HONS), Mechanical Engineering -
2000 - 2002
Isle of Wight College
HNC, Mechanical Engineering -
Cowes High School
Community
