West Coast Route Modernisation Project – (2006-2009) Delivery Manager/Deputy Project Manager, reporting to the Implementation Director South. I was responsible for project delivery in a very challenging environment where schedule, quality of work and the safety of the Contractor’s staff was a constant pressure. I was responsible for all Civil disciplines, but specifically construction, planning, delivery and project controls across multiple contracts. My principle focus was ensuring the delivery of each of the major construction blockades to protect the project schedule and the overall West Coast programme.  The Milton Keynes project was a £120m scheme to improve the rail and freight capacity through the area providing better journey times and increased operational capacity. As part of the leadership team I delivered all civils works on time with the project completing on schedule, maintaining a 100% performance record on major blockades and meeting all the KPI’s as defined by the Client, Network Rail.

West Coast Route Modernisation Project – (2004-2006) Area Contracts Manager for West Coast North, reporting to the Area Director. I was responsible for the performance of 23 Contract Managers, overseeing in excess of £1billion on implementation contracts. I focused my efforts on improving the implementation of commercial performance with regard to performance monitoring, application interrogation, claims, final account settlement and the development of my staff. Under my leadership, the level of interrogation on contracts increased from 2% to 14%, leading to major cost savings for the client. In combination with other contract based initiatives (application of insurances and efficiency in contract close-out) the performance improvement netted significant cost savings (see below). 

West Coast Route Modernisation Project – (2002-2004) Senior Six Sigma Black Belt, reporting to the WCRM Programme Director. London. I was part of the first wave of Bechtel employees to be trained in Six Sigma, which in 2002, formed the backbone of the largest corporate initiative in Bechtel history. In my 2 years as a Black Belt, I completed 12 projects generating savings from £170k on the smallest project to £45m on the largest initiative. Areas of work included safety issues, commercial audits, sign-off processes, document handling, engineering scoping issues, change control, database management etc. As part of the initial wave of Black Belts, I played a key role in steering the development of the Six Sigma programme in the Civil Global Business Unit, providing leadership and support to Six Sigma programmes across the region. I trained, mentored and certified 38 Yellow Belt candidates from all over the Bechtel business, something which I continued to do right up until December 2008. Over & above my work in Six Sigma, I also provided coaching on Performance Based Leadership at all levels across the organisation.

In 2007, I was awarded the Bechtel GOLD standard for Six Sigma Excellence, recognizing my work in Contracts Management as ‘Best in Practice’ within the company. In 2008 and 2009 I coached other Six Sigma teams, winning the Silver Award in 2008 for St Pancras Station in London and the Gold Award again in 2009 for the Albanian Motorway Project.

Channel Tunnel Rail Link Project, Section 2 (Contract 250) – (2000-2002) Design Package Manager, reporting to the Director of London Tunnels. London. I led the execution of the detailed design of C250 works (~£215m), comprising the Wayside Ventilation shaft and Ripple Lane Portal. Key areas included the design of diaphragm walls, cut & cover tunnels, retaining walls and access tunnels. I successfully delivered all AFC designs on schedule and on budget for the start of construction work. Although I left the project 3 months after construction started, C250 was ultimately delivered on time and under budget.  

Jubilee Line Extension Project, Contract 102, Waterloo & Westminster – (1998-2000) Commercial Assistant, reporting to the Commercial Director. London. As part of the Commercial Team I was responsible for the administration of the Principle Contract (£320m+) between Balfour Beatty Amec and JLEP (now LUL) as well as the admin and close out of 45 sub-contract agreements. This included assembling sub-contractor final accounts, commercial dispute resolution, claims assessment and evaluation of previous costs to substantiate current expenditure. In the administrative role I was responsible for auditing the monthly applications and budgeting for future expenditure from the Principal Contractor and processing their payments.