Consultant providing innovative solutions to the many challenges businesses encounter. With many years experience in Heavy and Light Railway Operations, People Management and as a Chartered Safety Practitioner, a comprehensive bespoke service is provided.

Providing a strategy for managing change and setting up management systems that will meet legislative requirements in a practical manner within a specified budget. This will be done in an ethical and sustainable manner.

Manage Safety Department and advise board on safety strategy.

Produced and maintained new integrated Safety Plan and Safety Report. Managing Safety KPIs.

Measured Safety Climate using an industry tool, leading to an improved Safety Climate within Company through engagement and leadership

Advise on Fire Safety including Underground stations and maintenance buildings and Control Centre,  gaining exemptions from Tyne and Wear Fire Brigade for Underground Stations

Renewed and improved Fire Risk Assessment and Evacuation Arrangements for  Maintenance Depot and Control Centre

Managing the day to day Metro Operation including Train, Station control and Control Room functions.

Lead and developed the Current Operations Team, creating a competent, empowered workforce.

Designed a comprehensive succession plan ensuring critical posts are future-proofed.

Introduced a ‘just culture’ resulting in improved performance and reducing errors.

Improved the Control Room Environment redesigning functions and ergonomically improving work areas.

Major stakeholder involvement for renewal of signalling and radio equipment operated within the Control Room.

Managed contractual arrangements involving Nexus/DBTW Fleet projects

Reduced Fleet staffing levels and achieved agreement on changes to working practices

Developed management team to drive changes

 Add Control Room Management responsibilities to existing Resources responsible

Positive culture change of Metro Control

Introduce robust management procedures

Manage the introduction of ISO 9001 within Metro Control and link to existing Quality Systems

Manage the changes within Metro Control in preparation for the Operations Concession, including Safety Validation of Control Room changes

Introduce management systems to enable improved performance information to manage train services

Invited onto the Bid Management Team from May to November to prepare the Operations Delivery Plan, advise consultants and rework areas following Revise and Confirm Stage.

Responsible for the Operations Delivery Plan during the In House Bid for Tyne and Wear Metro Operations Concession.

Design of Metro Timetable to meet Operational Specification and Engineering Planning processes

Manage consultants to ensure compliance, quality standards and delivery 

Responsible for Resource Plan designed to deliver Train Services and Train Crew Management and Supervision

Control Room Management, staffing and associated procedures including normal, degraded, emergency and contingency working

Contributing to Customer Service, Workforce Matters and Policy Delivery Plans 

Planned and implemented efficiencies within Operations

Reported directly to Metro Director

Member of Metro Management Team

Reported to Metro Management Committee

Worked closely with new Operations Director on a new operation strategy

Managed a 7-strong team of direct reports, controlled timetable planning, budget preparation and monitoring, business planning

Reported to and deputised for the Operations Director where necessary

Key successes and achievements:

o   Devised and introduced a new customer-driven timetable

o   Completed First Class Honours Business Degree

o   Significantly reduced operating budgets whilst improving performance and maintaining safety

o   Key member of the Strategic Planning Team devising Metro rail services and energy saving initiatives

o   Project-managed a £250k software project to streamline systems and provide more effective resource utilisation and better Management Information

Promoted to concentrate on Train Crew Management and Competency, Emergency planning, Operational Training and Budget Management

Managed a 200-strong team of train crew, supervisors and managers

Successfully created a new Department and Management Team

Managed the achievement of ISO9001 for Driver Training and Competency

Created structured Train Crew Performance Measures which delivered 98% reliability and 92.5% punctuality targets

Managed all strategic planning and the operation of train, station and control room functions (including management of interface with Railtrack), timetable and engineering planning, customer relations, revenue control, security and performance ensuring compliance with all relevant legislation

Managed £16m budget and delivered key safety, punctuality and revenue targets

Assisted the Director of Metro and Operations Director to restructure all business functions while ensuring safe railway operations

Promoted following successes as Customer Services Supervisor and took full P&L responsibility for a £7m budget

Successfully turned-around and reduced a £700k projected budget deficit to £200k in 10 months

Managed the provision of safe, reliable and punctual train operation, revenue protection, operating rules, procedures and standards in addition to management of all the customer facing front line staff involved in service delivery.

Directed a successful ‘real time’ emergency exercise ‘Bald Eagle’

Reviewed and streamlined the existing plan and drastically reduced the budget

Coordinated input from the emergency services and other external agencies

Implemented existing Union agreements and successfully introduced an industrial relations strategy which:

o   Created the new environment and set the scene for future industrial relations

o   Significantly reduced sickness and absenteeism

o   Established practices vital to the new Sunderland railway extension

o   Introduced improved training and conditions for train crew

Key member of the Project Team which implemented the strategy to extend Metro services to Sunderland

Recruited and trained 50 additional drivers

Successfully overcame significant safety and logistical problems in ground-breaking track sharing with conventional, heavy rail, passenger and freight services

Reduced Signals Passed at Danger by 60% in 2 years