Programmes delivered. Work done.

Situation

32km steel monorail installation into live underground infrastructure beneath central London. The programme started delayed, the contract was fixed-price, and the scope had not been fully defined at award. Material costs were under pressure and the programme needed to recover lost ground without commercial exposure.

What I did

Identified and raised six separate variations, recovering scope that had not been priced at award. Negotiated a £24k material shortfall recovery directly with the supplier. Maintained commercial discipline throughout delivery and managed the programme back ahead of the original schedule despite the delayed start.

Outcome

Contract closed at £5.5m against a £5m award value. Margin improved from 17% at award to 20% at final account close. Delivered ahead of original programme.

Situation

Inherited a programme under OEM escalation with three years of scope drift and no formal change control. The project was heading for a loss. The client relationship was under strain. Engineering work had continued without commercial reset and the true position had not been established.

What I did

Reset the scope within days of taking over. Identified £300k in unrecovered variations and claimed them before engineering work restarted. Resolved the cycle time failures that had triggered the original escalation. Rebuilt the programme plan and managed delivery from commercial reset through to handover.

Outcome

Programme delivered on programme. Nissan into production on day one. Contract closed at £1.5m against a £1.2m award. 8% margin recovered from a position that had been heading for a loss.

Situation

Fixed-price modification programme delivered through full national lockdown with no site access during the design phase. At final account the client disputed the payment, withholding a significant portion of the contract value. The commercial position needed to be defended forensically.

What I did

Built a forensic scope separation between the contracted works and the disputed elements. Constructed a structured commercial response and presented it directly to the client. Held the position under pressure and did not concede ground that was not warranted by the facts.

Outcome

Final account closed at 50% profit margin. The credit issued by the client was a fraction of the amount originally withheld. Full commercial position defended.

Situation

Brought in as General Manager to take direct oversight of an already-accelerated programme under emergency conditions. The client required an accelerated delivery timeline that had not been scoped or priced at the point of escalation. The business needed immediate commercial and operational control.

What I did

Scoped, priced, and charged the acceleration as a formal variation from day one. Set client expectations in writing before any additional resource was committed. Took direct oversight of the programme and managed delivery personally through to completion.

Outcome

Delivered three weeks ahead of the agreed accelerated programme. Full payment received including the acceleration variation. 15% margin at final account close.

Situation

Promoted to Engineering Manager after progressing through every technical role in the business over nine years, from Mechanical Fitter and Fabricator Welder through Design Engineer, Project Engineer, Project Manager, and Applications Engineer. Inherited a department with no consistent design standards, no formal resource management process, and no structured KPI reporting.

What I did

Built and led a 25-person mechanical design department delivering concurrent programmes across Automotive, Parcel Handling, FMCG, and General Manufacturing sectors. Established technical governance and design standards across the department. Introduced resource management disciplines across concurrent programmes. Reported KPIs directly to the Managing Director. Selected for the L3 Harris Talent Programme and identified as a Technical Director pipeline candidate.

Outcome

A department that could deliver multiple concurrent programmes without individual oversight of every job. A technical governance framework that reduced rework and improved first-time delivery across the engineering function. Recognised formally as a future Technical Director within a listed defence and technology group.