London, England, United Kingdom
Proven talent for aligning business strategy and objectives with established project management and customer liason paradigms to achieve maximum operational impacts with minimum resource expenditures. A growth-focused thought leader with expertise spanning property management, operational development, change management, contracts, strategic planning, team leadership, training, performance assessment, process improvement, research and analysis, client relationship management. Exceptionally dedicated professional with keen interpersonal, communication, and organisational skills, as well as negotiation, budget management, and resource allocation expertise.
• Purchased properties including a heritage house, and completed full refurbishment projects and completed modernisation to the required local council heritage guidelines via planning permission. • Liaised with various departments to seek the planning permission and building control, adhering to the relevant legislative guidelines • Sourced a number of tradesmen to carry out the works via vigorous tendering and procuring of contractors to complete major works for all projects and varied labour intensive tasks • Organising and managing regular site meetings with key stakeholders to identify and manage all risks and project implications • Project managed the full project from start to end successfully • Financial budgeting and programming in the project along relevant timescales • Use of IT software utilizing MS packages to aid the project documentation
• Responsible for implementing new Airline contracts and ensuring projects are completed in the most efficient way in accordance with GG’s performance specifications. • Responsible for working within the Customer Services and Global delivery teams to ensure projects are delivered in line with client best practice principles and collaborative delivery processes. The collaborative approach requires honesty and transparency and to work to expose and deal with problems constantly. • Demonstrating high delivery through required cost, time, quality and customer satisfaction performance and that performance is continually improving. • Full accountability for the financial and operational performance of several departments. • Responsible for identifying and implementing process improvements (lean concepts). • Employee training, development and appraisals for five section managers. • Introducing gate OPEX (operational excellence) programme into the unit. • Quality control/customer satisfaction. • Successfully implemented efficiency projects achieving monetary savings. • Achieved gate OPEX level 1 accreditation for operational excellence. • Awarded for exceptional standards of customer service from Korean, Delta and Cathay Pacific. • Working closely with Continuous Improvement teams for Process improvements in various departments across Heathrow Units. • Exceeded efficiency targets and consistently operated within budget. • Relaunch of Concorde. • Start up of Emirates A380. • Start up of new Airline contracts including recently in the integration of 22 Virgin Atlantic Long Haul flights.
• Managing 220 staff with 8 shift managers. • Same period worked as part of a team but as an Operational Project Manager in coordinating the transition from the Heathrow south unit to Heathrow West. • Part of a very small team having weekly meetings with BA at their HQ in Waterside. • Transfer of Airlines from Hatton Cross into the new unit. • Setting up of the planning department. • Forward kitchen re-structure. • Launch of the British Airways New Blue concept. • Partnership with DO & CO. • Outsourcing various activities. • Highlighted considerable shortcomings in the Costing systems. • Introduction of return catering. • Accreditation of GSE 1000. • Management of Supplier. • Re-launch of Concorde from HW. • Transfer of SAS from Hatton Cross. • Tourist and Domestic product launch.