Cardiff, Wales, United Kingdom
Senior Operations Leader with 25+ years’ experience delivering high-value infrastructure, rail, and environmental projects across the UK. Proven track record in leading multi-disciplinary frameworks, driving commercial performance, and building high-performing teams. Currently Operations Director at Ground Control, overseeing national delivery across Engineering & Design, Highways, Fencing, Geotechnical Site Investigations, Minor Civils, and Pothole Maintenance. Experienced in acquiring and integrating businesses, scaling new service lines, and securing national frameworks. Previous senior roles with Balfour Beatty, Network Rail, and Amey include leadership of HS2, London Underground Track Renewals, and The Great Western Electrification — managing budgets up to £100M+, resolving multi-million-pound disputes, and ensuring safety, quality, and profitability under NEC3/4. Qualified in NEBOSH, Lean Six Sigma, Risk Management, and Programme Leadership, with deep expertise in operational strategy, P&L ownership, and regulatory compliance. Recognised for combining commercial acumen with decisive leadership to deliver sustainable growth and operational excellence.
As Head of Business Improvement, I’m responsible for leading and delivering the business improvement strategy, driving continuous improvement across operations, safety, quality, and commercial performance. The role focuses on using data and insight to improve productivity, certainty, and margins, embedding standardised processes and best practice across teams and contracts, supporting leaders through change and transformation programmes, and championing a culture of innovation, accountability, and high performance.
Promoted to the Executive Team with strategic leadership responsibility for Infrastructure and Geotechnical services, covering Engineering & Design, Highways, Fencing, Minor Civils, Potholes, Rail Access Planning, Programme Controls, Temporary Works, and the newly integrated Geotechnical Site Investigation division. I hold full accountability for P&L, compliance, operational excellence, and long-term strategic growth, acting as senior client interface across National Highways, Network Rail, and Tier 1 contractors. A major focus of my role has been delivering the company’s five-year business plan (2023–2028), launching new service lines, strengthening national delivery capability, and expanding Ground Control’s technical offering. Key Achievements Acquisition & Integration (Jan 2025): Led the full acquisition, mobilisation, and integration of a Geotechnical Site Investigation department, adding rotary & cable percussive drilling, window sampling, coring, trial pitting, CBR testing, and environmental GI capability to Ground Control’s portfolio. Developed and executed the 2023–2028 business plan, launching Design & Engineering, Minor Civils, and expanding Geotechnical services nationwide. Full P&L responsibility across multi-million-pound national frameworks and direct delivery contracts, driving financial performance, forecasting, governance, and value recovery. Serve as the company’s Designated Individual (DI), embedding engineering assurance and Temporary Works governance aligned to ISO, CDM2015, and client standards. Maintained a zero-incident culture, strengthened behavioural safety, and integrated environmental sustainability into operational delivery. Introduced programme controls, dashboards, and improved governance to enhance reporting, delivery performance, and decision-making. Lead and develop a high-performing, multi-disciplinary workforce and national supply chain, building resilience, competence, and technical capacity across all service lines.
I joined Ground Control to lead the National Highways Department, taking on the role of Framework Lead for the National Highways CWF and SDF contracts (NHSS18) across Areas East, 7, 10, 12, 13, and 14. In addition, I was responsible for delivering services nationally to Tier 1 contractors and clients on major infrastructure projects, while also overseeing fencing operations (NHSS2a & Rail) and landscape & ecology services under the SDF framework. My remit covered the full breadth of operational, financial, and compliance responsibilities. I held accountability for profitability, budgeting, tendering, and governance, consistently meeting business targets while embedding a culture of commercial discipline. Health, Safety, Quality, and Environmental performance were a key focus, with all delivery aligned to ISO standards and NHSS requirements — resulting in zero reportable incidents under my leadership. I also played a major role in business growth, securing new contracts through successful tendering and expanding services within existing frameworks. Equally important was building a high-performing culture across teams and the national supply chain — driving accountability, competence, and motivation. Externally, I acted as the senior client interface, ensuring requirements were met and often exceeded. I worked closely with HSQE teams to drive audits, lessons learned, and best practice sharing, reinforcing Ground Control’s reputation as a trusted delivery partner for National Highways and Tier 1 contractors.
I was brought in at a critical moment following a Transport for London (TfL) improvement notice issued after two RIDDOR incidents. My role was to restore compliance, rebuild client confidence, and get the £100m per annum London Underground track renewals programme back on track. During my time in the role, I successfully led the division out of the improvement notice by embedding stronger HSQE and CDM practices and tightening governance. I overhauled internal readiness reviews to align with TfL’s Gateway processes, ensuring project assurance while also holding the client to account on delivery timescales. Alongside this, I directed both delivery and engineering teams to achieve programme outcomes against cost, time, and quality benchmarks. A key part of the turnaround also involved rebuilding supplier relationships — fostering collaboration, improving performance, and ultimately restoring confidence across the supply chain.
I played a central role in leading planning, tendering, and delivery governance for 27 enabling and main works schemes on HS2 north of Birmingham. These works spanned a wide scope including civil engineering, OLE alterations, utilities diversions, de-vegetation, and track modifications — requiring strong cross-discipline coordination and strategic oversight. One of the highlights of this role was delivering the very first physical construction works on Network Rail infrastructure for HS2 — a milestone achievement for the programme. I was responsible for defining work scopes, developing construction strategies, and arranging track access across multiple schemes, ensuring seamless integration with both HS2 and Network Rail requirements. I also managed consents, ASPRO interfaces, and design development to enable delivery, while mobilising both Early Contractor Involvement (ECI) and Main Works teams. To underpin this, I embedded robust governance and risk management practices in line with CDM 2015, ensuring safety, compliance, and programme certainty.
I directed the delivery of civils, overhead line equipment (OLE), and commissioning works on the £220m Great Western Electrification Programme, ensuring strict compliance with CDM, ISO, and HSQE standards. A key milestone was achieving substantial completion of Cardiff electric passenger services on time, while maintaining seven months of incident- and accident-free delivery. Alongside managing delivery, I successfully closed out engineering requirements including as-builts, H&S files, and Network Rail system integration, while also delivering snagging works and additional scope within agreed budgets and programme. This role required a strong balance of operational oversight, governance, and client assurance to maintain programme momentum.
I managed civils, foundations, OLE, station works, and vegetation packages under GRIP governance and BB Rail lifecycle processes. During this period, I oversaw a £56m scope increase, managing it through robust NEC change control, and recovered delivery performance following a serious incident by working directly with the ORR and client to embed corrective measures. I also ensured operational resilience, maintaining continuity of works through Storm Ciara, Storm Dennis, and the first wave of COVID-19 restrictions — the only BBR project to sustain operations during this time. In addition, I deputised for the Project Director, successfully leading ISO 9001/14001 re-registration and securing ISO 45001 certification with zero non-conformances.