Last Updated: 27th February 2020 (over 2 years ago)
Project Lead for Move of Colt International Factory
— Jun 2017
Parachuted in, with two weeks notice, to re-plan and turn around failing project to relocate factory to new premises (5,000M2) in 20 weeks (planning to completion), after resignation of original project manager.
Assimilate relevant information, develop and execute detailed project plans and cost plans for complex move of specialist equipment and heavy plant (20 factory staff and 2,000 tonnes of plant and material).
Manage stakeholder engagement and change for all personnel involved.
Site management and all HSE aspects and all project reporting and briefing.
Ensure project completion to budget (£1.5 million) with no disruption to manufacturing or assembly operations on production line or on distribution of products to customers.
Find, assimilate, lead, manage and control diverse team to complete project. Short notice planning, tendering and sub-contractor negotiations.
Sole responsibility for overseeing, managing and de-conflicting 5,000M2 factory conversion, reconstruction, re-wiring, installation of gas and compressed air systems for approx.
Successful and seamless completion of project to budget, no production days lost, and accident and injury free.
Various Management/Leadership/Consultant roles
— Dec 2016
2009 - 2012. Managing Director - EcoVetro Ltd.
2008 - 2009. Operations Manager - Pall Mall Investment Management Ltd.
2007 - 2008. Senior Consultant - BTS Ltd.
2006. Full-Time MBA - Ashridge Business School.
1986 - 2006. Army Officer (Infantry)
Key team member from startup R&D to commercialisation and preparation for the creation of a Joint Development programme with Chinese corporation, with a view to a JV/acquisition.
Senior-level negotiations and briefings (Innovate UK, BEIS, DIT).
Lead author of strategic plans for business, including development of investment and grant strategies to drive technology through TRL & MRL scales.
Preparation and delivery of applications for government-funded initiatives and lobbying of government departments.
Development of collaborative (across private and public sector bodies) initiative to drive the development of a UK-based supply chain for the Wind Sectors, to capitalise on global investment opportunities for UK.
Management, negotiation with and co-ordination of sub-contractors, governmental organisations (Innovate UK, ORE Catapult, BEIS, DIT) and university (Warwick Manufacturing group) for development of technology.
Parachuted in to turn around and complete a failing £2.5 million project to build large (20 tons) prototype wind turbine generator.
Identifying, managing and mitigating commercial and operational risks (including HSQE).
Marketing, branding and PR, including development of exploitation plans and strategies.
Successful project delivery of world’s first ferrite-based, axial-flux Direct-Drive Permanent Magnet Generator capable of scaling to multi-MW (@20 tons). Completed on time, exceeding spec, in budget, no HSE incidents and to international and sector acclaim. Foreground IP developed during project now filed globally.
Company selected for high profile initiative to launch UK clean-tech technologies into global markets.
Introduction of keystone investors. Post money and project company growth >100%.
Co-ordinated three organisations (an SME, a Government Catapult and a University) and assimilation of a very diverse team into a coherent, focussed and capable team (40 people)
Managed £2.5 million budget (+) for fabrication, manufacture assembly and test of generator.
Co-author of exploitation plans, marketing and PR for the introduction of technology into global markets, leading to ongoing negotiations with large Chinese conglomerate for joint development project.