Personal timely provision of safety consultancy services, audits, site visits and training (including the CDM C (Principal Designer) function and fire risk assessment) to a wide range of clients in differing industries in particular to small construction companies. Flexibly co-ordinating the provision of more specialist external training resources to my client base to meet their changing needs.

Key Achievements

• Resolved HSE concerns and established a positive H&S Culture for 3 clients taken on in response to HSE visit action.
• Established compliant safety regimes in 12 new client organisations since 2009.
• Increased subscription client base by 30% in the first year of taking over this role.
• Successfully continuing my personal development with a range of qualifications and the IOSH CPD whilst continuing to supporting my clients.
• Maintaining a programme of 60 (on average) workplace inspections per month for clients across the SE of England.
• Developing and maintaining in date H&S management systems for 20 clients.
• Producing a monthly H&S newsletter for my clients to keep them aware of key issues.
• Designed and delivered a range of H&S training packages to resolve training needs.  

The innovative diagnosis and redesign of support solutions for large scale MoD project teams, managing the procurement and in service support of land, air and maritime technical equipments.

• Carried out financial scrutiny of project finances analysing complex data and identifying key cost drivers for improvement.
• Implemented Sales and Operations Planning techniques focusing project team expenditure on real customer requirements eliminating waste and inefficiencies.
• Developed and presented radical support chain changes to project team Directors securing their buy in and commitment with excellent presentational and communication skills.
• Delivered organisational change to project teams using effective people skills to teach and coach project staff in their new duties.

Key Achievements

Redesigned the support chain for the overhaul and maintenance of 750 marine assault craft using Lean Principles and contract rationalisation saving £13m over 5 years.

Diagnosed support chain weaknesses and implemented a fix it plan enabling the availability of one additional operational helicopter a day by reducing spares waiting times and cannibalisation rates.

Major project to redesign and implement new supply chain and provisioning processes across the British Army for operational deployments

• Recovered the poor reputation of the project in the eyes of the most critical stakeholder (Defence Supply & Distribution Agency) with effective communication and people skills securing their willingness to implement the changes crucial to successful delivery.
• Design and implementation of changes to provision methodology in 12 large independent external project teams.
• Defined the requirement, and contracted for the provision of a logistic information system to automate new processes simplifying the workload for key stakeholders.
• Researched and modelled complex logistic consumption data to project new requirements for similar future operational commitments.

Key Achievement

• Designed and implemented provision techniques improving inventory management increasing first strike spares availability in the first 30 days of an overseas deployment.