Project & Bid Management Experience

Carillion Plc

Project / Bid Manager                                                           2007 to 2012

Currently working as the Transition Manager at the Nottingham BSF LEP. Responsible for the successful handover of four D&B schools (c. £100M).

 Prior to the operational role I was the Bid Manager on the Cambridgeshire BSF tender (wave 1 worth £121M, total programme of works worth £580M) reporting to the Bid Director and leading the contributing teams of Construction, Architects, Services, Educationalists, Environmentalists, ICT, for a period of 15 months and through two bid stages to ‘Preferred Bidder’ stage. My responsibilities included reviewing our responses to questionnaires and challenging the teams to improve the answers, approach and presentation material.

Also led three other bids:

  • Belmarsh prison (£110M) PFI.
  • Two BAA bids (£70M and £120M) D&B. 

 

Turner & Townsend Project Management

Senior Project Manager                                                     2002 to 2006

Project managed on behalf of Government Clients a number of design and build fit-out projects.  Total value between £10M to £15M. All projects started from feasibility stage. Clients were the:

  • Office of Rail Regulation (ORR); D&B relocation and fit out; Contractor: Overbury
  • Independent Police Complaints Commission (IPCC) 3 offices, London, Leeds, Loughborough (near); D&B contracts different types of works; Main Contractor INSPACE and a number of services subcontractors.
  • Security Industry Authority (SIA); Feasibility and D&B Contract set up for relocation and fit out.

 

Thames Water UK & Ireland

Project Manager                                                                 1999 to 2002

  • Developed the feasibility report, communicated to all stakeholders and led through all Capital expenditure approval stages the Integrated Project/Programme Control System project. The project aimed at integrating all project/programme support and capital management activities, minimise duplication of effort and improve speed of reporting and decision-making.
  • Developed, communicated to six construction Partners and led the setting up of the TW Engineering Alliance project and programme control system.  The aim was to develop a seamless and transparent project reporting system that will minimise utilisation of direct project support overheads and it was based on green book contract.
  • Leader of the Supply Chain – Projects team of the ERP project. Defined and communicated the vision and the processes for Supply Chain on projects to Directors of the TW UK&I Board.
  • Lead the project for implementing the Thames Water International Bid System.

 

Balfour Beatty Projects & Engineering

Assistant Project Manager                                                  1992 to 1994

Assistant Project Manager Shajiao 'C' Boiler BOP (£5.5M). Reporting to the Senior Project Manager and controlling / monitoring the fixed price lump sum design and supply of ‘the equipment for the Boiler Balance of Plant of the 1980MW power station in China’.

Day to day monitoring of the design (by Eubank Preece) and co-ordination between the Engineer and the 12 other suppliers of pumps, lifts, control valves, piping, etc. as well as the Client’s (ABB-CE) design and procurement team in the USA and China.

The project was successfully completed within time, cost and the expected quality, and it was used as a springboard for further projects with ABB-CE.