Geneva Metropolitan Area
I am experienced in all aspects of delivering stakeholder value via high technology projects. I started my career in with a solid grounding in software development for aerospace projects. Thereafter, have held a series of fascinating roles of increasing seniority where technical, administrative, strategic, procurement and people management skills have been central to success. I work with and lead teams to develop their skills to deliver excellence. I give considerable attention to the purpose of projects and ensure that the diverse views of success are all understood whether these be quality, scientific research, cost, schedule, spin-off technologies and socio-economic impacts. I take a strategic approach to my work and consider data is essential to success both in project delivery and stakeholder relations. I have many years of experience working at senior levels in international organisations and with governments.
Supporting achievement of socio-economic return across various international research and operational high technology projects. Assisting in consideration of similarities and differences in approaches to aspects such as procurement, governance, impact generation and measurement and project management.
CERN itself needs little introduction as probably the most iconic scientific research infrastructure in the world. It was a great experience to be part of the top management team there and interact with a stellar set of stakeholders. The primary goal set on my limited duration appointment to CERN was the improvement of the balance on return of industrial contracts across Member States. This was surpassed ahead of schedule thanks to a comprehensive approach including introducing a data driven model, reinvigorating the team, outreach to industry and a collaborative relationship with Member States. As part of this, the Procurement Rules of CERN were reworked and thresholds unchanged since 1965 were raised with unanimous approval. Several previous attempts had been rejected as not benefiting Member States, These were achieved whilst ensuring continued efficiency of the procurement service delivery (approx 600 MCHF per year) and making important steps in bringing in sustainable procurement and improving digitilisation and adopting AI. Leadership of the Knowledge Transfer group included strategic reconsideration of the goals, with a particular focus on socio-economic impact, which led to me being the project sponsor for a CERN-wide holistic socio-economic impact study. Knowledge Transfer projects in quantum, medical applications, environmental impacts, AI and a new programme for venture capitalist partnerships were particular highlights. The European Union group under my management secured important funding for new and ongoing projects aimed at developing CERN related technologies and the European high technology workforce of the future. Moreover, the positioning of CERN future projects as being for Europe and potentially partially funded by the EC was a clear line.