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Work Background
TOPP Tactical Intelligence LtdDirector
Apr. 2023London, England, United KingdomTOPP TI is a software solution provider and the proud maker of PRESTO P-D-C-A. PRESTO P-D-C-A is a cloud-based operational excellence business management enterprise solution offering functionality and discipline in the end-to-end management of continuous improvement activity regarding business process optimisation without the use of spreadsheets.
Network Rail (High Speed)Strategic Business Consultant
Aug. 2021 - Sep. 2022London, England, United KingdomEngaged to lead a team delivering various workstreams including a new Target Operating Model. Workstreams included programme management and governance for TOM implementation, business governance and assurance, business reporting, business process mapping, business change portfolio governance and management, and development and implementation of a strategy deployment framework using Hoshin Kanri principles.
Network RailStrategic Business Consultant
Mar. 2020 - May. 2022London, England, United KingdomEngaged to design and develop a visual management approach for the new Infrastructure Directorate. Project launched at the start of the COVID 19 Pandemic so had to overcome the challenges of remote working and deploying new technologies to enable regular visual management meetings. Also designed, developed and implemented a strategy deployment framework using Hoshin Kanri principles.
Benenden HealthStrategic Business Consultant
Nov. 2019 - Mar. 2020York, England, United KingdomEngaged to design and implement a strategy deployment and execution framework utilising Hoshin Kanri principles. Development of business 3 – 5 year long term objectives, annual objectives and delivery plan, and a balanced score card with key result areas and key performance indicators to measure success.
Network Rail (High Speed) LimitedProject Director
Dec. 2017 - Nov. 2018London, United KingdomProject Director for the design and implementation of a Lean Strategy and Cultural Change programme for Network Rail High Speed, including the development of a holistic training system, including training accreditation, delegate certification, and a Lean initiative management system to ensure alignment to business objectives and outputs.
Network RailSubject Matter Expert
Jul. 2017 - Dec. 2017London, United KingdomSubject Matter Expert for the Ellipse Exploitation Programme, exploring better use of Ellipse version 8 and associated systems to support improved asset data quality and asset management.
Adastra GroupCEO
Jun. 2017London, England, United KingdomAdastra are experts in business excellence. We help businesses identify and solve complex business challenges and stabilise current performance, develop a culture of operational excellence and continuous improvement through the optimisation of people, processes, systems and data, and transform through the development of innovative strategies to enable future growth and sustainability in an ever-changing world.
Network RailProject Director
Jun. 2017 - Dec. 2019Milton Keynes, United KingdomProject Director for the design of a Lean Leadership and Cultural Change training approach for Route Services and Network Rail Training. Development of a holistic training system including training accreditation, delegate certification, and a Lean initiative management system to ensure alignment to business objectives and outputs.
Southeastern RailwayProject Director
Apr. 2017 - Dec. 2017London, United KingdomProject Director for the design and implementation of an executive-level Visual Performance Management Centre for the Train Services Director and an additional centre for the HEad of Train Drivers
Network RailProgramme Director
Jan. 2016 - Mar. 2017London, United KingdomProgramme Director (Route Change) leading a team responsible for all Business Plan Delivery, Business Change activity, and Continuous Improvement activity across the Route. Member of the Route Executive Team. Leading the development of the Route’s LEAN / Continuous Improvement Strategy, including the delivery of LEAN Learning Academies, and other LEAN training and coaching enabling sustainable knowledge transfer and the creation of a permanent internal Network Rail Continuous Improvement Team. Leading the delivery of a diverse portfolio of Business Change Initiatives designed to meet Business Plan outputs including Safety and Performance targets, and OPEX and CAPEX budgets. Including the design and implementation of an organisation and governance structure to enable and assure delivery. Leading a Change Management Office Team responsible for other key business plan deliverables including Route Risk, Business Continuity, CP5 Business Plan management, CP6 Business Plan development, Business Reporting, and Business Change Portfolio governance and assurance.
MTR Corporation (Crossrail) LimitedProject Director
Apr. 2015 - Nov. 2015London, United KingdomProject Director for the design and implementation of an executive-level Visual Performance Management Centre for the new TfL Rail concession.
Network RailProgramme Manager
Jun. 2014 - Dec. 2015London, United KingdomLean Transformation Programme Manager responsible for design and implementation of a Lean Business Strategy for the Route. Design of a new Route organisation structure to support the new strategy, including the development of an in-house team of Lean experts to help drive Business Plan delivery and Continuous Improvement. Development of a Lean Learning Academy for the Route, designed to develop the Route’s internal Lean knowledge and capability; and facilitate knowledge transfer from the Lean experts to the business. Management of a team of 5 LEAN experts embedded throughout the Route rolling out Visual Performance Management Centres, from the Route Managing Director down to the delivery teams, across Operations, Maintenance, and all central functions.
Network RailPortfolio Manager
Sep. 2013 - May. 2014Croydon, United KingdomPortfolio Manager responsible for the design and implementation of a £175m business change portfolio to meet Control Period 5 (CP5) regulatory outputs and business targets. Implementation of a Portfolio Management Office and associated governance structure to manage 4 programmes and in excess of 100 projects across the business. Adoption of Network Rail's MSP4NR business change programme methodology and introduction of Lean Visual Management techniques to enable route-wide focus on the portfolio and provide a structured method for delivery throughout CP5.
Network RailBusiness Strategy Consultant
Apr. 2013 - Dec. 2013Croydon, United KingdomBusiness Strategy Consultant employed to lead the development and delivery of the CP5 Business Plan for Network Rail Sussex Route. Responsible for the co-ordination and documentation of the final Business Plan covering Operational (OPEX) and Capital (CAPEX) expenditure across all areas of the business including Asset Management, Maintenance, Operations and HQ. Also included the development of various enabling plans to demonstrate how the Route will meet business performance targets, including safety, performance, capacity, asset management, investment delivery, people, funding and efficiency.
Network RailProgramme Manager
Aug. 2012 - Apr. 2013Milton Keynes, United KingdomProgramme Manager at Network Rail for a significant circa £35m Buildings & Civils Asset Management (BCAM) Transformation Programme. Responsible for delivering the closure of 77 recommendations detailed in a Tripartite Report commissioned by the Office of Rail Regulation (ORR), an Independent Reporter (ARUP) and Network Rail, based upon an Institute of Asset Management (IAM) framework assessment of Buildings and Civils Asset Management capability. Also responsible for launching the Programme Definition Phase of Phase 2 of the BCAM Transformation Programme, a Business Change Programme designed to deliver complete people, process, systems and data Business & IT change, including the replacement of circa 79 bespoke Asset Management Systems with a single national system aligned to Network Rail’s corporate data strategy.
Network RailProgramme Manager
Jan. 2012 - Jan. 2013London, United KingdomProgramme Manager at Network Rail for a £3m Geotechnical (Earthworks, Drainage and Mining) CP5 Strategic Business Plan Development Programme. Responsible for the management of a diverse Geotechnical team (both internal and external) delivering a range of projects including Whole Life Cost (Tier 1) and Asset Specific (Tier 2) Modelling, Policy Development, Route Asset Management Plans (RAMPS) Development, Unconstrained Workbank, Asset Information and Data Improvements, Targets & KPI’s, and Tolerable Risk.
Network RailProject Manager
Jun. 2011 - Dec. 2011LondonProject Manager for the CEFA Project (Civils Examination Framework Agreement) of Network Rail’s Buildings & Civils Asset Management Transformation Programme. Responsible for the development and delivery of a Structural Examinations Compliance Recovery Programme, utilising LEAN techniques including Visual Management, Root Cause Analysis, and 5-Why Analysis to understand the cause of the examination non-compliance and develop performance improvement initiatives.
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