Project Controller


Last Updated: 22nd December 2020 (about 1 year ago)

Address
United Kingdom

E-mail
Locked

Phone Number
Locked

Gender
Male

Age Range
35 to 44

Qualification Level
Degree

Languages
English

Summary

A driven, diligent self-starter with over 10 years’ experience in the Utility, Rail, IT, Beverage, and Infrastructure Industry. Successfully implemented delivery programmes, planned, analysed and delivered projects. I have implemented new governance and change process in different industries. Good communicator with excellent stakeholder skills demonstrated in every role that I have been assigned. I continuously seek improvements, efficiencies and possess a keen eye for detail.

Biggest project I have worked is Cross Rail Whitechapel with an anticipated final costs of about £800m. I am currently working as a western regional controller helping deliver projects with a combined selling price of over £100m. I am now open to new opportunities outside the UK.

Education

De Monfort University
BA Business and Accounting

   Aug 2006
— Jul 2017

This was a top up degree after my higher national diploma in business studies,

Experience

Alstom SSI, London UK
Project Controller

   Jun 2020
— Current

Engaged to ensure accuracy of the financial data of the western region projects reported in the Project Reviews with a budget of over £60m. Ensuring the economic and financial management of the projects following company procedures, risks and opportunities are managed to optimise the project financial targets and support the Project Manager in the controlling/financial management of the projects. Manage all aspects of projects such as reporting, cost control and budget.

Responsibilities:

• Taking a lead on Periodic Project Reviews, Earned Value analysis, and interface with all levels of the team.
• Control and optimize the project results through close involvement with the Project Manager and Work package (WP) Owners/Project Sub-systems Managers.
• Provide all project reporting to unit accounting for month-end, forecast, budget Process and to Sector as requested
• Participate in the project meetings, risk analysis meetings and all decision- making concerning financial or contractual aspects of the project.
• Provide guidance and financial leadership to the projects team inorder to create cost build up on timelines with company rules to enable the company to maximize its gross margin and future cashflows.

Crossrail, London UK
Senior Cost Control Engineer

   Sep 2019
— Jun 2020

Working for one of the largest infrastructure projects looking after Whitechapel station AFC (Anticipated Final Costs) of over £750m. Analyzing all cost data and to brief the Project Business Manager on the cost status of the works.

Key Achievements:

• Contractor’s dashboard review, understanding any AFC movements and making recommendations where appropriate.
• Interface with Contract Administration on contract issues and contractor’s Quantity Survivors relating to their Tier 1 and 2 costs.
• Maintaining the Cost Management database ensuring the forecast and budgeted costs align with cost flows for EV purposes.
• Co-ordinating the implementation and day to day operation of the Project Change/Trend Program within the Project.
• Providing guidance and direction to contractors to ensure compliance with the contract.
• Monitoring the timely raising and resolution of Change requests. Utilising the Change Database to progress the resolution of trends via weekly trend meetings at project/site level in order to update the AFC.
• Forecasting, monthly dashboard reporting, and implementing project control requirements included in contracts.
• Collecting, monitoring, analyzing and reporting all cost information through the Project Manager

South Eastern Railway, London UK
Project Cost Manager

   Oct 2018
— Aug 2019

Engaged to implement new processes and governance relating to the recovery of project costs between Network Rail and Southeastern Major Programmes Team, allowing their successful partnership to continue.

Key Achievements:

• Developed standardised project templates and forecasted all major programmes projects using the new templates.
• Provided cost planning training and general (advice/mentor) project management support to the Project Managers.
• Lessons learnt and recovered more than £5m of historic costs from the client.
• Developed a project flow chart for the PMs to follow when delivering projects.
• Closed the Gap between Major programmes and client in budget approvals, cost tracking, claiming back costs and delivering the projects. (Average cost recovery from client was between 2-4yrs after the projects had finished, costs incurred are now being recovered no later than 3 months after the project has started).

South Eastern Railway, London UK
Project Cost Manager

   Oct 2018
— Aug 2019

Engaged to implement new processes and governance relating to the recovery of project costs between Network Rail and Southeastern Major Programmes Team, allowing their successful partnership to continue.

Key Achievements:

• Developed standardised project templates and forecasted all major programmes projects using the new templates.
• Provided cost planning training and general (advice/mentor) project management support to the Project Managers.
• Lessons learnt and recovered more than £5m of historic costs from the client.
• Developed a project flow chart for the PMs to follow when delivering projects.
• Closed the Gap between Major programmes and client in budget approvals, cost tracking, claiming back costs and delivering the projects. (Average cost recovery from client was between 2-4yrs after the projects had finished, costs incurred are now being recovered no later than 3 months after the project has started).

CPC Project Services, London UK
Project Controls Consultant

   Jun 2017
— Jun 2018

CPC is considered one of the top project management SMEs in the UK. One of the major projects I worked on was the implementation of the delivery programme and to lead the cost management within the new PMO at RSSB (Rail Standard Safety Board).

Key Achievements:
• Developed first ever Delivery Programme, summarising all programmes and projects being delivered by RSSB.
• Developed cost-profiles for all projects in the delivery phase (102 projects) with a total budget of £16m and introduced Project Accounting.
• Monthly dashboard update and presentation to senior stakeholders.
• Established new processes around change requests and project governance.
• Provided training, defined roles in the PMO team, cost profile guidance, template and stakeholder engagement.
• Defining project budgets and implemented processes for forecasting, governance, and reporting.

Dixons Carphone Retail Industry, London UK
Project Controller

   Apr 2016
— May 2017

Working for one of the biggest retailers in the infrastructure department to implement processes and manage the roll out of win7 project. Responsible for managing, delivering, costs controls, planning and scheduling of more than 18 engineers.

Key Achievements:

• Successfully coordinated the delivery of Win 7 upgrade in more than 362 stores on Budget using Waterfall and Agile methodology.
• Working with the planners on scheduling for the Windows 7 upgrade, BTFSN FSN (British Telecommunications Fibre Solution Network) and managing more than 15 engineers daily to their relevant sites.
• Managed scope changes issues, controlling risks, dependencies and ensured continuity, with minimal to no impact to the programme delivery.

Three, Maidenhead, UK
Project Controller

   Oct 2015
— Feb 2016

Working in the CIO department to help transition the way projects are delivered before the Merger with O2

Key Achievements:

• Developed an E2ED (End to End Delivery) of projects using the waterfall
method and producing a financial exceptional report.
• Process improvements, the way CIO projects are delivered (BC submission, project Life cycle timeline, POs lifecycle, Change requests and Forecasts).
• Overheads analysis, CAPEX Vs Opex, Demand Vs Supply analysis.
• Implemented project scheduling standards and templates for the programme.
• Managed the change request process and the impact on both budget and timeline.

Lion Nathan, Sydney, Australia
Finance PMO

   Mar 2015
— Sep 2015

Reporting to the strategy and planning manager in the IT department, main responsibilities to coordinate and improve the reporting process for programme/project managers based in New Zealand, Sydney, Melbourne and Brisbane.

Key Achievements:

• Owning and analysing the Business Transformation Programme cost tracker.
• Developed a weekly, monthly project tracking report and journal posting of project costs.
• Reviewed project delivery process and implemented new changes to the programme.
• Project Server, SharePoint and Microsoft project administrator for PMs.
• Analyse and update on financial health of projects.

Lion Nathan, Sydney, Australia
Finance PMO

   Mar 2015
— Sep 2015

Reporting to the strategy and planning manager in the IT department, main responsibilities to coordinate and improve the reporting process for programme/project managers based in New Zealand, Sydney, Melbourne and Brisbane.

Key Achievements:

• Owning and analysing the Business Transformation Programme cost tracker.
• Developed a weekly, monthly project tracking report and journal posting of project costs.
• Reviewed project delivery process and implemented new changes to the programme.
• Project Server, SharePoint and Microsoft project administrator for PMs.
• Analyse and update on financial health of projects.

Lion Nathan, Sydney, Australia
Finance PMO

   Mar 2015
— Sep 2015

Reporting to the strategy and planning manager in the IT department, main responsibilities to coordinate and improve the reporting process for programme/project managers based in New Zealand, Sydney, Melbourne and Brisbane.

Key Achievements:

• Owning and analysing the Business Transformation Programme cost tracker.
• Developed a weekly, monthly project tracking report and journal posting of project costs.
• Reviewed project delivery process and implemented new changes to the programme.
• Project Server, SharePoint and Microsoft project administrator for PMs.
• Analyse and update on financial health of projects.

Lion Nathan, Sydney, Australia
Finance PMO

   Mar 2015
— Sep 2015

Reporting to the strategy and planning manager in the IT department, main responsibilities to coordinate and improve the reporting process for programme/project managers based in New Zealand, Sydney, Melbourne and Brisbane.

Key Achievements:

• Owning and analysing the Business Transformation Programme cost tracker.
• Developed a weekly, monthly project tracking report and journal posting of project costs.
• Reviewed project delivery process and implemented new changes to the programme.
• Project Server, SharePoint and Microsoft project administrator for PMs.
• Analyse and update on financial health of projects.

Lion Nathan, Sydney, Australia
Finance PMO

   Mar 2015
— Sep 2015

Reporting to the strategy and planning manager in the IT department, main responsibilities to coordinate and improve the reporting process for programme/project managers based in New Zealand, Sydney, Melbourne and Brisbane.

Key Achievements:

• Owning and analysing the Business Transformation Programme cost tracker.
• Developed a weekly, monthly project tracking report and journal posting of project costs.
• Reviewed project delivery process and implemented new changes to the programme.
• Project Server, SharePoint and Microsoft project administrator for PMs.
• Analyse and update on financial health of projects.

Lion Nathan, Sydney, Australia
Finance PMO

   Mar 2015
— Sep 2015

Reporting to the strategy and planning manager in the IT department, main responsibilities to coordinate and improve the reporting process for programme/project managers based in New Zealand, Sydney, Melbourne and Brisbane.

Key Achievements:

• Owning and analysing the Business Transformation Programme cost tracker.
• Developed a weekly, monthly project tracking report and journal posting of project costs.
• Reviewed project delivery process and implemented new changes to the programme.
• Project Server, SharePoint and Microsoft project administrator for PMs.
• Analyse and update on financial health of projects.

Sandoz Australia
Finance PMO

   Dec 2014
— Mar 2015

Co-ordinating the company’s budgeting, forecasting, processes, and monthly closing activities. Working in partnership with the business managers to provide timely and objective financial input to decision making process.

Travelling (Career Break)
Travelling (Career Break)

   Jul 2014
— Nov 2014

Travelling South America and Australia

Hewlett Packard UK
Project Cost Manager

   Oct 2013
— Jul 2014

Working in the Defence Information Infrastructure looking after Maritime using the waterfall method with a budget of £50m.This role was to support the account management in the delivery of the financial aspects of their responsibilities, ensuring accuracy of the P&L and forecasting, asset and inventory reporting for their cost centre(s) using SAP.

Ericsson UK
Senior Cost PMO

   Oct 2012
— Oct 2013

Working in the Transmission Programme as a Project Controller, coordinating projects managers, customers (EE and 3) and client (MBNL). A new role bought in to develop process and help with both financial and non-financial delivery of projects. Key achievements managed CAPEX expenditure with an estimated value of £60m, compilation and review weekly forecasts, raise purchase orders, GRN and match payments and monitoring projects using the appropriate systems

Thameswater UK
Project Cost Manager

   Mar 2011
— Aug 2012

Project Cost Manager in the Asset management team with investment of £5 billion on infrastructure. I represented the DMC (Directly Managed Capital) assisting in the delivery of projects using the waterfall methodology. Wrote more than 100 business cases relating to the gateway process, responsible for all aspects of project support including planning in SAP, high level cost management including the CAPEX Vs OPEX analysis, delivery of more than 1000 projects with a combined budget of £127m a year and target efficiencies of more than $4m met by developing robust processes

Cunningham Lindsey UK
Assistant Accountant

   Apr 2008
— Feb 2011

Worked in the finance department for the largest global provider of loss adjusters with a turnover of around
£750m supporting my financial controller and my regional managers.

Responsibilities:
• In charge of prepayments, fixed assets, accruals and cash flow (including intercompany recharges).
• Intercompany Work In Progress valuation & Insurance partners’ Work In Progress ageing.
• In charge of the company’s property portfolio (Service charge, Dilapidation, Rent, Rates and Insurance).
• Month-end consolidated intercompany accounts preparation and Hyperion month end upload.
• Subtenant’s income, budget pack, and revenue from Insurance companies.
• Monthly cost centre analysis according to the specific nominal and cost centre code as requested.
• Managing the cash flow requirements and control systems on behalf of the financial controller.
• Running month end reports, management accounts, forecasting, annual budgeting and Journals
• Monthly analysis planned (Hyperion) vs Actual (Coda) and reforecasting in Hyperion as per the new plan.

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