Warrington, England, United Kingdom
Project Manager with 10 years experience working within the petroleum & retail sectors and now operating as a Business Planner for MAG (Airports Group)
• Develop, prioritise and deliver asset management strategies and standards to support East Midlands and provide alignment across the Group. • Develop and own the asset criticality, performance and condition models for this asset group working collaboratively with the operational and maintenance teams to ensure data sources are reliable, accurate and complete. Use these models to inform maintenance plans and investment decisions that focus on whole life cost and optimising value for the group. • Build whole life Asset Management Plans for this asset group that inform business planning (1, 3, 5 and 25 year plans) and deliver agreed asset performance and regulatory compliance. • Lead the creation of a centre of excellence for this asset group that shares best practice and pulls resources when required. • Lead the Capex Gateway process from prioritisation of candidates (business needs), writing Gateway 0 – 2 approval papers (including business cases) and remaining as sponsor through to GW6. • Build collaborative relationships across airport Operational directorates, Capital Delivery, IT, Group Procurement and Finance. • Provide insight into industry best practice, technology advances and how these may provide value for the group.
As a Business Planner at MAG (Airport Group), I will leverage my expertise in project management and construction to prioritize projects and provide crucial insights for the capital investment plan. Key responsibilities of this role include: Establishing capital investment requirements based on levels of complexity (high, medium, low). Analysing project initiation documents to extract initial requirements to develop capital investment request into deliverable projects. Assessing construction needs and evaluating the technical feasibility of capital spend request. Defining project scope to create budget estimates. Collaborating with airport stakeholders to identify approvals and constraints that may impact costs. Identifying initial risks, assumptions, and constraints related to project requirements. Creating a high-level timeline with significant milestones. Identifying information gaps that may necessitate future feasibility funding
During my tenure as the lead project manager for the CO-OP's unplanned asset renewals initiative, I spearheaded the delivery of a multitude of complex projects across various sectors including retail, funeral care, and residential sites. Operating within a dynamic and fast-paced environment, my responsibilities encompassed several crucial aspects. Firstly, I was tasked with early project development to establish a baseline for scope and budget, ensuring alignment with the CO-OP's strategic and technical objectives. This involved presenting developed projects at CAPEX panels to secure approval for progression. Once projects were greenlit, I assumed responsibility for comprehensive project management, overseeing a diverse range of construction and M&E works to ensure adherence to the project baseline and budget. Collaborating closely with contractors, I facilitated the development of CDM files for approval, navigating through consultations with asbestos and HSSE consultants to obtain necessary sign-offs. Throughout the project lifecycle, I diligently managed the closeout process to guarantee the successful integration of newly created assets into operational use. This entailed working closely with a myriad of stakeholders, including contractors, to ensure seamless project completion while nurturing positive relationships. Moreover, I provided invaluable support to the broader Unplanned Asset Renewals team, aiding in the development of business cases and the execution of projects. Additionally, I played a pivotal role in imparting training on project delivery methodologies to CO-OP's construction apprentices, contributing to the cultivation of a skilled workforce. In essence, my tenure as the lead project manager for CO-OP's unplanned asset renewals was characterized by a commitment to excellence, effective stakeholder management, and the successful execution of multifaceted projects within demanding timelines.
Operating within a fast-paced and highly demanding industry, I held the responsibility of overseeing a large volume of projects with varying sizes and complexities. My primary duty was to ensure the completion of all work orders to the standards specified by clients, while also meeting SLAs and KPIs. Key responsibilities included, but were not limited to: Managing contracts for reactive maintenance operations. Planning and overseeing programs. Generating quotations and estimates. Directing project management activities. Supervising engineering and office personnel. Guaranteeing adherence to agreed SLAs to meet KPI targets. Creating HSSE documentation. Managing costs and maintaining budget control. Handling procurement processes. Supervising subcontractors and suppliers. Collaborating closely with clients to devise cost-effective solutions to challenges. Processing all invoices. Generating monthly and quarterly financial reports.