Reporting to the Project Director, I had responsibility for the management of the overall programme of delivery for Southeastern High Speed project. This included, but was not limited to, the following areas: manufacture and delivery of 29 new high speed trains from Hitachi (Japan), testing and commissioning (including snagging and mileage accumulation) of the 29 new units, completion of fit-out works at Stratford, Ebbsfleet and St Pancras International stations, road works and bus interchange between Stratford Regional and Stratford International Stations, staff and station readiness project (including paperwork and procedures). Upon undertaking the above role, I developed and implemented several new systems for the recording and reporting of programme delivery as well as risk identification and mitigation. These took the form of a detailed database for risks and a succinct dashboard report containing all key project deliverables, KPI’s, risks and commentary. This document was pivotal to senior management reporting internally and to external stakeholders like the DfT. This project was delivered ahead of schedule with new high-speed services being successfully introduced 6 months ahead of schedule on a rolling basis from June 2009.