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1970s Site Engineer-Quantity Surveyor / Site Engineer / Site Agent / Quantity Surveyor

1980s Assistant Quantity Surveyor / Quantity Surveyor / Senior Quantity Surveyor / Project Quantity Surveyor /Senior Claims Quantity Surveyor

1990s Senior Quantity Surveyor /Project Controller, / Projects Commercial Manager (Track Renewals) / Commercial Services Manager /Business Implementation Manager

2000s Risk and Change Management Improvement / Commercial Manager / Senior Cost Manager

2010s Principal Commercial Manager / Head of Commercial Management Services / Associate Director

Profile of

Ivan Hurst

Senior Commercial Manager

Find out more about me

http://ivanhurstconsulting.com/about/default.html

I have approximately 20 years’ experience within the rail industry with a further 18 years’ experience of civil engineering, involving highways and bridges, waterways and concrete frame.

During this time I have led numerous teams of various sizes. These teams have included multi-disciplinary -incorporating, estimating, procurement, quantity surveyors, planning, contract and claims, finance and office management.

The sixty second page. The graphic on this and the pervious page indicate all the core elements of my experience.

Commercial Management

Estimating / Cost Planning /

Complex Cost Modelling

Procurement / Tender

assessment / ITT preparation

Dispute resolution and Claims

Value Management /

Risk Management

Innovation / Cultural change management /

Process improvement /

BIM

Quantity surveying / Cost

Management / Change

Management

Contractor Client

PQS / Consulting Design House

Railways and Highways

Strategy Pre Feasibility Feasibility Outline

DesignDetailed Design Construction

CV of Ivan Hurst MCInstCES

Table of ContentsOverview (CV).................................................2

Competencies and skills..................................3

1 | P a g ePrinted on Friday, 05 May 2023

Crossrail Canary Wharf Station- Impression of

Exterior

Impression of Front elevation of King’s

Cross Station


Technical.....................................................3

IT.................................................................3

People Skills................................................3

Business Leadership....................................3

Benefit of My Experience to You.....................4

Key attributes..............................................4

Leadership...................................................4

Rail..............................................................4

Highways.....................................................5

Building Information Modelling..................5

Management...............................................5

Other...........................................................5

Concept Introduction......................................6

List of Employers.............................................7

Employment History.....................................10

Hyder Consulting (UK) Ltd.........................11

Turner and Townsend...............................13

GrantRail Ltd.............................................14

Railtrack plc...............................................15

Southern Track Renewals Co. Ltd..............18

E. C. Harris.................................................19

Wimpey Engineering & Construction Division 19



Trafalgar House Construction (Major Projects) Limited 20

Fairclough Civil Engineering Limited.........22

Norwest Holst Construction Limited.........23

Cementation Construction Limited...........24

Travelling the World..................................25

Percy Bilton Limited..................................26

Projects and Commissions............................27

Commissions.............................................28

Office.........................................................30

Bids / Tenders...........................................31

Projects.....................................................31

In service Training.........................................38



Overview (CV)

PRESENT EMPLOYER

Hyder Consulting (UK) Ltd

PRESENT POSITION

Head of Commercial Management Services

PROFESSIONAL QUALIFICATIONS MCInstCES Member of Chartered Institution of Civil Engineering Surveyors

Member of Institute of Value Management

Member Railway Study Association (LSE)

I have approximately 20 years’ experience within the rail industry with a further 18 years’ experience of civil engineering, involving highways and bridges, waterways and concrete frame.

During this time I have led numerous teams of various sizes. These teams have included multi-disciplinary -incorporating, estimating, procurement, quantity surveyors, planning, contract and claims, finance and office management.

I was an Associate Director, and Head of Hyder’s Commercial Management Services department since 1st January 2011 until 18th July 2012.

I am a Senior Commercial Manager in the Rail / Civil Engineering sectors of the construction industry with a career spanning four decades. I have worked for Main Contractors, Clients, PQS Consultancies, and an Engineering Design House. This has provided me with a wide and holistic appreciation and understanding of the industry in both pre- and post-contract elements. Specialties include rail systems, and roads and bridges, in approximately equal proportions with respect to time.

I have knowledge of a wide range of forms of contracts and have a good understanding of the engineering, construction methods, cost drivers, and resources required to carry out rail system works.

I have led teams for a number of rail projects or tenders both in and outside London, including:

TfL External Expert programme reviews Crossrail King’s Cross Station Regeneration Programme The Shard and redevelopment of London Bridge

Station London Underground Station cost efficiency model

London Underground Track Renewal Strategy East Anglia track renewals programme Tube Lines track renewals programme Victoria Line signalling upgrade London Underground track renewals programme Great Western and Midland Zones track renewals.

Previously I have headed the contractor’s QS function on contracts for;

The construction of new railway bridges involving substructure jacking and superstructure sliding of twin span underline composite bridges

Erection of the concrete frame of a city centre retail development using ‘Top down’ construction within a diaphragm wall

A river diversion / flood alleviation scheme A number of grade separated dual carriageway by-

passes.I have also been located at various head offices dealing with Final Accounts, incidental projects, assisting with estimating, overseeing and advising on tenders and contracts and developing a variety of new systems.

Throughout my career, I have been involved in the research, writing and preparation, through to submission, of major and minor claims. I have also had occasion to adjudge claims, and adjudication awards, and to prepare defence documents against arbitration.

I am a keen user of technology as a management tool for both financial and programme applications. I have been chair of a QSD Computer Standing Committee and a designated ‘Expert user’ for a number of applications.

During my travels I have led diverse teams of approximately 20, through the trials and tribulations of overland travel in Asia and Africa, 24/7 for over a year.



COMMITEES

Committee Member, Railtrack Estimating Committee

Committee Member, Railtrack Risk Management Committee

Committee Member, Railtrack Value Management Committee

Committee Member, Railtrack Supplier Management Forum Committee

Committee Member, Railtrack Commercial Managers Committee

Chair, Railtrack Planning Strategy Committee. (Cost and Resource loading initiative)

Chair of Trafalgar House Quantity Surveying Department Computer Committee

Competencies and skills

TechnicalQuantity Surveying

Estimating

Contracts and Claims

Procurement

Dispute Resolution

Cost Planning

Complex Cost Modelling

Change Management and Evaluation

Cost Management

Feasibility Studies

Planning

Value Management

Risk Management

Business and Cultural Change Management

External Expert Reports and Opinions

Strategy Development and Review

Building Information Modelling (5d)

IT

Software packages

MS office including Access

@Risk

Artemis Project Management System and Primavera P3

Microsoft SharePoint

Microsoft Expression

Adobe Lightroom

COINS

Knowledge Management

People Skills

People Management

Staff development

Task management

Business Leadership

Department Management

Networking

Strategy

Quality control

Client interface



Stakeholder Management



SIGNIFICANT CAREER ACHIEVEMENTS

Running the first Strategic Value Management workshop in Railtrack.

The workshop shaved £500m off of the programme.

One attendee said “I wish we had done one of these for the WCRM before it started.” Robin Gisby

I am led to belief that a new classification for the stages of Value Management was created because of this workshop, VM0, Previously there were VM1-4.

I am also told that the initial VM report has subsequently been used as training material in VM courses.

Benefit of My Experience to You

Key attributesI am a highly motivated individual who is equally comfortable dealing with strategy, people or data. I am client focused and dedicated to achieving the required deliverables to time and to high quality standards. I am solutions orientated and frequently adopt lateral thinking in the resolution of the problems inevitably encountered. I particularly enjoy team building, mentoring and training and use Soft Systems Methodology for both soft and hard problems. When I encounter a virtual vacuum with respect to systems and process I feel naturally compelled to fill that vacuum. I have undertaken management of large and small commercial teams, including estimating and interacting with multidisciplinary teams.

LeadershipI have led teams for a number of programmes, projects or tenders both in and outside London, including:

TfL External Expert programme reviews Crossrail King’s Cross Station Regeneration Programme London Underground Station cost efficiency model London Underground Track Renewal Strategy

(next 30 - 50 years) East Anglia track renewals programme Tube Lines track renewals programme Victoria Line signalling upgrade London Underground track renewals programme Great Western and Midland Zones track renewals

programme

RailI have experience of both Network Rail and London Underground standards and procedures and also helped write Crossrail’s estimating procedure. Key responsibilities held are as follows:

Experience of working on London Underground Stations and upgrade/redevelopment of overland rail stations, including air rights development

Responsible for preparation of the change control initial cost estimate for the provision of the link bridge at Custom House Station for Crossrail Programme Controls

Responsible for Power and Systems Estimating within Crossrail Programme Controls

Responsible for the evaluation and configuration of RIB Software estimating package for Crossrail Programme Controls

Led the Estimating team for a rail Main Contractor’s tender in respect of a seven year track renewals programme

Led the Estimating team for a rail Main Contractor’s tender in respect of a signalling upgrade programme.

Estimating Manager for Project Delivery of the Great Western Zone.

Experience of working within a railway environment, on a station incorporating OHLE and significant complications

Experience of working in conjunction with the architect and cost consultant in a delicate situation requiring tack and diplomacy. The architect for ‘The Shard of Glass’ is the world renowned Italian architect Renzo Piano. His team are understandably very protective of his concept.



Effecting standard contact documentation.

As a Main Contractor’s QS I managed to identify an opportunity for interpretation the contract in a way probably not intended which provided us with additional commercial return. This resulted in two sets of amendments to the method of measurement to close the identified loopholes.

HighwaysI have provided commercial management on several significant road improvement schemes and new bypasses, including A12, A45 and two North Circular Road jobs. All the schemes included bridges and other structures.

I have also completed six jacked bridges under railway lines, with minimal disruption to rail traffic.

More recently I have been involved in feasibility studies and cost planning for urban regeneration in the A206 corridor and preparation of Invitation to Tender in respect of Leicester Square redevelopment.

Building Information ModellingAs part of our preparation for London Bridge Station remodelling for the ThamesLink programme I became involved in producing a 3D model of the proposed development. This was used in our tender to demonstrate the benefits of spatial awareness, intelligent object based take off and costing, and output based activity durations. Following award of the design and build c. £400m contract, I was appointed BIM manager for the design. I learnt a lot about the trials and tribulations of BIM implementation. I also began to understand the potential behind the hype and how it is so much more than just a 3D model, an improvement on CAD. It is a process which requires true collaboration, which in turn enhances and enables cradle to grave solutions.

ManagementI have been in various levels of management for many years. This has varied from management of teams and projects, construction of a joint venture and with Hyder, the control of a business unit, comprising commercial management and planning services.

As Head of Commercial Management Services I wrote the strategy, managed the resources, priced the proposals / bids for work, engaged in networking, marketing and sought new work, clients and associations.

I am enthusiastic about knowledge management. At Hyder I set up a Global Commercial Services community using a base SharePoint site to organise and share knowledge, best practice, information, and data.

OtherI have also been involved in a number of other projects or commissions outside of the rail or highways categories, including;

The construction of a top down concrete frame for a large city centre retail development.

Brown site land remediation ITT preparation in respect of an ex gas works in the centre of Carlisle,

Works for the MOD.Travelling to remote and deprived areas of the world widens the view of the world. Leading teams in such environments, where conditions are frequently harsh, and there is little to no escape or personal space for the team members, all day, every day, provides a particular insight into people and how to react with them to obtain a positive result. It also provides opportunity to interact with the rich and powerful in some of the countries.



Concept Introduction

This concept profile is acknowledged as being contrary to current thinking. It is not a sales pitch aimed at providing a taster so as to secure an interview. It is however intended to provide decision makers sufficient information upon which to make informed decisions, such that a mutually beneficial long term arrangement can be entered into. The aim of this profile is not about just getting a job, but the right job, with the right employer.

Having been involved in staff recruitment for a number of years, I am aware of how time consuming and costly the process can be. It is estimated that the cost of replacing a reasonably senior team member is between £70-100k. This cost can be cut by reducing the about of management time spent in futile and inappropriate interviews. The aim would not be achieved if the two page CV was universally replaced by the old long and detailed CV, which had to be read in its entirety. This would just be a change from expending the management time interviewing to that less rewarding pastime of reading long CVs, which is counterproductive.

This concept tries to provide both, a short CV, the equivalent of an Executive Summary, in the first part;

Within the opening pages there is hopefully sufficient information to enable you to become interested in reading more. However, if this is not the case we are still both winners as no further time and effort has to be expended in concluding that we are not suited to each other for a particular requirement. This is success.

If you continue to read and enter the second part of the CV, this is also success. The additional time spent reading will provide further information which may or may not entice you into requesting an interview.

Even having this explanation will provide you with further insight into me as a person and will help your decision making process.

At this point, you the reader has a number of options, including, but not limited to;

Putting this down, Reading about me in the traditional reverse chronological order grouped by employer. Reading about the roles and responsibilities I have undertaken including examples. Or, Read about the projects and commissions that I have been involved in. Even more information about me and my career can be found on my website by following the link.

I do not expect you to read all of the above as I suspect it may become repetitive. Just chose the Option that suits your requirements.Enjoy.


http://homepages.which.net/~ivan.hurst/default.html


List of Employers

A brief list in chronological order

Company Dates Positions held

Percy Bilton Limited 9th July 1973 to 30th May 1975 Site Engineer/Quantity Surveyor

Travelling the World June 1975 to October 1975 I travelled overland through, Europe and Asia.

Percy Bilton Limited 12th January 1976 to 14th October 1977 Site Engineer/Site Agent/Quantity Surveyor

Travelling the World October 1977 to October 1980 I travelled overland through Europe, Asia, Africa and America.

Cementation Construction Limited 10th November 1980 to 25th April 1986 Assistant Quantity SurveyorQuantity SurveyorSenior Quantity SurveyorActing Project Quantity SurveyorSenior Claims Quantity Surveyor

Norwest Holst Construction Limited 28th April 1986 to 30th November 1990 Project Quantity SurveyorSenior Quantity Surveyor

Fairclough Civil Engineering Limited 1st December 1990 to 31st January 1991 Senior Contract Quantity Surveyor

Trafalgar House Construction (Major Projects) LimitedCementation Projects Limited

1st February 1991 to 30th April 1995 Senior Quantity Surveyor

Wimpey Engineering & Construction 1st May 1995 to 31st October 1995 Senior Quantity Surveyor

Temporary work with;E. C. Harris

30th November 1995 to 23rd February 1996 Senior Quantity Surveyor

Temporary work with;Southern Track Renewals Co. Ltd

14th March 1996, to 18th October 1996 Senior Quantity Surveyor

Railtrack 21st October 1996, 15th September 2001 Project Controller,Project Commercial Manager (Track Renewals)Commercial Services ManagerBusiness Implementation ManagerRisk and Change Management Improvement



Grant Rail 17th September 2001, to 30th June 2005 Commercial Manager

Turner and Townsend 1st July 2005, to 31st October 2009 Senior Cost Manager

Hyder Consulting 1st November 2009, to 18th July 2012 Principal Cost Manager / Principal Commercial Manager / Team Leader – Associate Director / Head of Commercial Management Services

Percy Bilton Limited

Travelling the World

Percy Bilton Limited

Travelling the World

Cementation Construction Limited

Norwest Holst Construction Limited

Fairclough Civil Engineering Limited

Trafalgar House Construction (Major Projects) Limited - Cementation Projects Limited

Wimpey Engineering & Construction

E. C. Harris

Southern Track Renewals Co. Ltd

Railtrack

Grant Rail

Turner and Townsend

Hyder Consulting

1970 1975 1980 1985 1990 1995 2000 2005 2010 2015

Employment history



ContractorTravelling

ContractorTravelling

ContractorConsultantContractor

ClientContractorConsultant

1970 1975 1980 1985 1990 1995 2000 2005 2010 2015

Employment history by Category


Single Project

Group leadership

Single Project and staff management

Multi Project and staff management

Business Leadership

1970 1980 1990 2000 2010 2020

Responsibility Progression


Employment HistoryReverse chronological order.



Hyder Consulting (UK) LtdHead of Commercial Management Services aka Team Leader and Associate Director

Principal Cost Manager / Principal Commercial Manager

Hyder is a global engineering consultancy that plans, designs and manages the development of water, property, highways, rail, defence, and telecommunications projects.

It also had a very small external facing, multidisciplinary QS and planning function which I led. I consider that my job consisted of five separate roles, which can be described as;

Business leadership

Staff management and development

Systems and processes

Reporting and monitoring

Fee earning work

I was targeted to achieve a minimum 80% of fee earning work.

Outside of the fee earning work, one of my main roles was to set up new systems and processes, together with the bones of a knowledge base so as to provide the foundation for growing the unit, and the establishment of a high quality service. Another was to mentor and develop our existing staff. This was a particularly enjoyable element of my job with keen and enthusiastic people. Staff management can be very rewarding or difficult and time consuming.

I also marketed the unit, primarily by networking. I drafted or reviewed our proposals and decided on ‘go’ or ‘no go’ with respect to opportunities or tenders for our unit. Within a concept of a general minimum return, I set pricing policy and resource levels in bids.

I did fee earning work across all of the sectors. This included advising the staff involved in the commission, or checking / approving the output of reports. I have led

a number of commissions as well. These have been very varied in their scale and content.

Some of the work I have done has been for the MOD and is subject to the Official Secrets Act, so no more is said about that.

Some of the commissions have taken me back to my highways days. I led pre-contract cost teams in respect of;

Preparing cost plans for various options for the replacement of an access road, rail overbridge ‘Bridge 92’. The works were further complicated by the adjacent High Speed 1 line. One of the options was as if the High Speed 1 viaduct was not there so as to provide the comparison to establish the extent of compensation being sought.

The preparation of cost plans for a Feasibility Study of proposed A206 Plumstead Road Corridor improvement scheme. I attended client steering group meetings and advised on cost issues of various options being considered. We provided the stage gate whole project cost plan, together with different sub-project cost plans so the work could be progress according the availability of project funding. At the time of writing, we have just been asked to put forward a proposal to progress the works to the next stage gate.

I advised the cost, project and architect teams, and the Client regarding the preparation of notices and tender documentation in respect of the Leicester Square redevelopment of the public realm to a world class location. I discussed terms and conditions of Contract with the Client’s legal representatives. I also created the tender evaluation scoring matrix and spreadsheet tool.



I have been involved in some stage gate reviews for TfL, the most notable of which was in respect of Rail or specifically track, one of my specialities.TfL’s IPMO required a gateway review of the proposed London Underground Track Renewals programme for the next five years. The review included lines of inquiry in respect of; - strategic objectives and scope, governance and stakeholders, funding, procurement and commercial, legal and consents, engineering and technical, business impact and criticality.

I was the head of the review team consisting of a number of experts in their own fields. I also carried out a number of the lines of inquiry including strategic objectives and scope, and wrote / compiled the report. I presented and justified the report at meetings as required. The report’s findings were presented to a number of LU and TfL directors and committees culminating in TfL’s finance committee and board. The report was praised by IPMO and IPAG. (TfL investment programme advisory group consisting of senior independent experts.) One of the recommendations of the report was to increase the proposed

investment by £90m. This was at the time of the government’s comprehensive spending review where budgets were being slashed. TfL accepted the recommended increase in investment funding.

I have also become very interested in Building Information Management (BIM), especially where cost and time information is included. It has the potential; to leverage significant savings within the construction and operation phases of a project. I was Hyder’s BIM manager on London Bridge Station Redevelopment. The project, valued at about £500m, is part of the £6,000m Thameslink Programme.



Turner and TownsendSenior Cost Manager

Track renewals in progress

Station improvements

Crossrail route map

I was employed as Senior Cost Manager within the Rail team out of the London office. Whilst at Turner and Townsend I was involved in various track schemes and generally assisted other commissions with respect to track related issues. I have been directly involved in the following commissions.

Commercial management of Network Rail’s Track Renewals for the East Anglia Integrated Management Team. The role included general commercial duties together with improving processes and data management, cost reporting and Job Target Cost and Final Account negotiation and agreement. Another part of the role was to improve the integration and collaboration of the project team.

Developing a feasibility level cost plan for a specified rights potential station development involving a number of options. This also included developing additional, enhanced value alternative options.

Assisting London Underground with determining a strategy for future Track Renewals, over the next 30 years, across all lines.

Assessing the ‘should cost’ of Metronet’s and Tube Lines’ station modernisation programmes for London Underground involving sums above £1,000m.

Setting up a Network Rail audit of an IMT contractor for Southern and East Anglia.

Procurement activities for Metronet Various track cost plans in respect of works for

Crossrail. Assisting with cost plans for Sydney Metro. Part of the programme partner’s £100m contract to

manage Crossrail’s £16bn overall scheme. The

programme partner role is to manage, as part of an integrated management team, the whole scheme, including the actions of the delivery partners. I was PP estimator for Power and Railway Systems. I was also responsible for creating discrete estimates varying in value from £120m to £1m. I helped write Crossrail’s estimating procedure and led a team assessing the Estimating Software and structure to be utilised by Crossrail.

I was also tasked with learning the company’s corporate systems and becoming a super user and mentor for same. I created a Knowledge Management structure and system. Some of the commissions involved the creation of integrated complex cost models. In particular the LU Track renewals and station modernisation programmes. The latter involved me in devising and building a model which used a small number of station modernisation estimates to extrapolate the total cost of the whole programme based on the relative parameters and complexities of the stations. The model was subject to intense scrutiny by LU and the office of the PPP Arbiter, and his consultants, as part of the extraordinary review called by Metronet. On the back of this I was asked to create a Tunneling Cost Model for the company to use across the globe.



GrantRail LtdCommercial Manager

I was employed as Commercial Manager within the ‘London Network’ division latterly working from the London Bridge office. I was responsible to the divisional director for the implementation of new processes and procedures including enhanced cost collection and valuation software. I was also involved in developing a broader Business Process Improvement Programme.

Whist at the office, I also reviewed, risk assessed and subsequently assisted the redrafting of Contract documents in conjunction with the company solicitors.

Before that I was part of an integrated management team in the client’s offices, as head of departments responsible for commercial, risk, office administration, accountancy, project & cost control and estimating functions on the recently won, seven year project for track renewal and reconditioning in both open and tube sections under the Tube Lines PPP contract.

I also led the commercial and planning functions on two tenders, one track and the other signalling, the larger of which had a client published value of approximately £250m and resulted in winning the aforementioned contract, following some difficult negotiations. I have worked within the Alliance Track Programme (InfracoJNP) as both ETR Commercial Manager and as the Business Improvement and Risk Manager.



Railtrack plcMajor Projects Division, latterly Project Delivery, Great Western

Project Controller, renamed to Project Commercial Manager (Track Renewals)Commercial Services Manager – TemporaryFor c. six months from 26 July 1999 to 7 February 2000

Business Implementation Manager – Temporary For c. seven mths. from 14 March 2000

to 22 October 2000Risk and Change Management Improvement.From 23 October 2000 until leaving

I started my employment with Railtrack in Project Delivery at Swindon. Project Delivery is the project management arm of Railtrack involved solely in the management and delivery of all aspects of the projects identified by other parts of Railtrack.

I was employed as Project Controller for the track renewals programme in the Great Western Zone. I was responsible to the Senior Project Manager as professional head within the teams for the commercial, contractual, claims and planning aspects of the programme with the assistance of a team of Commercial Assistants and Planning Engineers.

Shortly after starting, the Senior Project Manager track and I were temporarily responsible for both Railtrack’s Great Western and Midlands Zones operated from Swindon and Birmingham respectively. After about six months of covering both Zones and following reorganisation within Railtrack, Midland Zone Project Delivery reverted to home Zone control and we returned to Great Western Zone only.

I assisted and advised the Senior Project Manager, and worked with his teams to implement the project management process and project control systems for all of the track renewals projects. Risk management and value management were also part of my responsibilities.I quickly recognised various deficiencies in the application and understanding of some of the control processes and set targets for progressive movement towards full compliance. I also set out to standardise the various processes across the teams.

The portfolio value grew to an annual turnover of c. £50M and the teams and I were responsible for past, current and future works with a cumulative value in excess of £120M.

The portfolio generally consisted of;

twelve projects, two main forms of contract,

RT1/B and ICE6th

D&C/RT16, nineteen primary contracts, seven contractors, rail and freight agreements, approximately 400 separate work sites.

A project may have lasted a few months and be valued at £0.3M or lasted four/five years with a total value greater than £150M.

I also identified requirements in respect of training and additional staff resource and following due consultation instigated relevant training programmes and temporary recruitment plans.

I was also involved in various national and strategic committees including, inter alia,

standard contract interpretation, Supplier Management Forum

national planning initiative, reviews of the national track renewals contract, selection of national databases, ‘Business

Significant Applications’, writing and negotiation of new national ‘Ballast and

Haulage Arrangements’, development of Railtrack Asset Register, RAR, development of national planning P3 template,



together with risk management and AMP workshops. My involvement has resulted in visiting various Railtrack offices throughout Britain.



In the course of my work I have made contact with people of all levels, both internal and external, and have developed successful working relationships.

I consider my significant accomplishments within Track Renewals to include, inter alia;

fostering and promoting a partnering culture with those contractors that demonstrate a willingness to work with Railtrack,

developing a strategy for the protection of Railtrack’s interests (both short term financial and broader commercial) in respect of a particularly wayward contractor whilst simultaneously changing his perspective and persuading him of the error of his ways to the extent that his performance has improved significantly and that he was pleased to not be facing extensive damages and counter claims,

facilitating and promoting the development of systems involving Primavera P3 and MS Access database for the monitoring and control of

contractor’s milestones, thereby improving the probability of achieving the investment programme.

development of registers of correspondence, claims and counter claims as integrated databases.

key involvement in the discussions for three negotiated contracts. progressive movement towards better use of PMCS and P3 including the integration of the two, together with greater compliance with the processes in place.

reducing the amount of time spent reporting whilst improving the quality of the information provided.

I have sought to identify best practice and either adopt it, or improve upon it.

During the period July 1999 to February 2000 Project Delivery’s Commercial Services Manager was seconded to Head Office as the National Value Management Coordinator and I took his place during that time. At the same time the Zone’s Contract & Supply Manager was also covering for the Head of Projects. I also deputised for him.

I was responsible for the commercial, planning and office management functions of Project Delivery during this time. The role also included Estimating manager, Zone Value Management Coordinator, Risk Manager and professional head for the Project Commercial Managers and Planning Engineers. I instigated changes to the local procedures and streamlined the ITT process. I reduced the reporting required for Estimates in conjunction with the national Estimating Manager. I interviewed and placed additional QS staff as required. As Zone Value Management Coordinator I advised upon and shaped the strategic VM study for GWR. A two-day event with c. 50 senior attendees from across the industry to help set the foundations for this c. £ 3,000 M project. A first of it’s kind for Railtrack.

I also approved ITT, authority to Contract, sat on the Zone Claims Panel and attended a number of national committees whilst deputising for the Contract & Supply Manager. I found it a challenging and rewarding time.



I had hardy returned when I was asked to be the Zone’s representative on the Railtrack Asset Management Programme (RAMP) team, based at Kings Cross. The title of Business Implementation Manager was given for what became a multiple role. Representing the Zone and its interests. Expressing the Business needs, in conjunction with the other BIMs, to the programme development teams. Promoting the programme and MIMS, being the sole conduit for communication and change management for RAMP on the Zone. RAMP is an ambitious programme with a core vision of changing the way Railtrack and it’s Contractors carry out their respective businesses and how they interact. The time scales are very tight and the budget reflects the enormity of the task. The ‘Advanced Value Management’ training that I had recently completed included elements of facilitation, presentation and change management, all of which proved useful.

Upon my return to the Zone I was asked if, rather than return to my substantive post in Track Renewals, I would take on the

challenge of improving Risk Management and RMS usage, Contingency Management and Change Control within both Project Delivery and Business Development, which had a combined annual investment of £150M. To be successful and long lasting this required cultural change using Soft Systems Methodology. I was also involved in reviewing and advising on claims, and negotiating and drafting an Alliance agreement valued at c. £50M.



Southern Track Renewals Co. Ltd.Senior Quantity Surveyor

I was employed through an employment agency by Southern Track Renewals to generally assist the Principal Quantity Surveyor on contractual matters and the setting up of new systems in preparation for the privatisation of the Company. STR was born out of British Rail on 1st April 1994 and was subsequently sold to Balfour Beatty Rail. The Company is a wholly owned subsidiary but operated independently. I was also involved in the negotiation and settlement of Main and Sub-Contract final accounts, development of integrated computer systems and the research and production of contractual claims. I was working out of the Croydon Head Office with visits to satellite offices and sites as required.

I attended a Personal Track Safety training course provided for by STR and became a holder of a full PTS certificate, which allowed me access to the ‘live’ railway.

Following my time at HO, I was posted to one of the area offices to advise on strategy, research, and prepare a major (£4M) claim. We decided to fully analyse a small representative portion of the works and present the findings to the client prior to writing a formal document. A satisfactory negotiated settlement was subsequently reached.

Upon completion I was sent to another area office and took over the lead of a five year contract for the Permanent Way renewals in Railtrack’s South Zone. The total Contract Sum was £68M and the value that year was approximately £16M.



E. C. Harris

Wimpey Engineering & Construction Division(Wimpey Group Services Limited)

Senior Claims Surveyor

I was employed through an employment agency by E. C. Harris to work on the remeasure and Final Account negotiation of some of the ‘Jubilee Line Extension Project’ contracts, for London Underground Limited. The original period of employment was due to be two weeks but was extended periodically until the end of February.

I was employed by Wimpey to assist the Managing QS in the research, writing and preparation, through to submission, negotiation and settlement of major claims. The first site was ‘Canada Water Station’, part of the ‘Jubilee Line Extension Project’ for London Underground Limited.

However, after three claims were written and submitted, the political climate changed. The Client started to pay some additional monies and was talking of making acceleration deals. Head Office and Site became more interested in short-term payments and stopped the production and submission of full documents. Hence my presence was no longer required.



Trafalgar House Construction (Major Projects) LimitedCementation Projects LimitedTrafalgar House Construction Europe Limited - Civil Engineering Divisionas agents for Trafalgar House Construction Special Projects Ltd.

Senior Quantity Surveyor

Trafalgar House was a global multi sector conglomerate whose construction division was either the largest or second largest construction company in the world, year on year. It had interests in property investment, property development, engineering, construction, shipping, hotels, energy and publishing.My first posting with Cementation Projects was to Stonebridge Park. The project was for the construction of six underline railway bridges as an advance contract for a North Circular Road Improvement Scheme.

The project was in two separate contracts, Phases 1 & 2, of £9m and £16m approximate values. The works had started in January 1989 and January 1990 respectively, each with contract duration of 117 weeks. Both contracts were proceeding well when I joined the site team.

Originally I was engaged to be responsible for Phase 2 only. This was soon changed and I was given overall charge of both contracts.

British Rail, the Client, had employed Cementation Projects as Construction Manager so my role as the senior commercial representative on site for the company was considerably different from those I had previously adopted. We were representing the Client rather than working directly for him. The site was operated as a partnership between BR and ourselves, totally open book, including a shared filing system. The relationship was good to begin with and progressively improved throughout the works and final account negotiations. The Project was completed to time and within BR’s overall budget. The two contracts also exceeded their profit expectations.

Upon the conclusion of the site works I was moved to Head Office to conclude the Final Accounts of the Work

Package contractors and the two Main Contracts. I was also dealing with the design contract for new works in Boston (USA). The job became known as the Boston big dig and subsequently was not done as a jacked structure.

Whilst in Head Office, I was also involved in,

Tender appraisals Tender preparation Reviewing Contract

documents Drafting of main and sub

contracts Various incidental contracts QSD Computer Standing

Committee Development and testing of an

integrated cost and value application

Development of procedures and databases

Assisting with the 'Business Plan Development'

I reported to various people whilst with CPL according to the particular activity upon which I was involved. At Stonebridge Park I reported to the Unit Commercial Manager and the Associate Director. When working on Tender preparation in Head Office I reported to either the Deputy Chief Estimator or the Procurement Manager depending on the nature of my involvement. I also directly reported to the unit General Manager and 'Sector level' Commercial Director for some of the other activities in which I was concerned.



I also led in the development of databases, and in the formation, and running of the QSD Computer Standing Committee. The committee was operated under the auspices of the Sector Commercial Director, subsequently, the Sector Managing Director.

Whilst at Stonebridge Park, I was a designated ‘expert user’ for spreadsheets and databases and ‘local expert user’ for the word processor and office management software. I was also trained as the 'expert user' for Trafalgar House's new integrated cost and valuation system. I was involved in its global development and implementation into our part of the business.

Immediately prior to leaving I was involved in bargaining for a 'negotiated' contract with Railtrack for another jacked structure. This included preparing a budget and advising on forms of contract and amendments to the standard conditions.

ROLES –At Stonebridge Park I was the lead QS covering all aspects of commercial management for both Cementation Projects, the Construction Manager and the Client, British Rail.

In head office I was a Senior QS without portfolio and carried out numerous commercial and procurement roles and generally assisted in the running and development of the unit.

ACHIEVEMENTS –Working in, and improving the special partnering environment of the projects. Both BR and CPL attributed me with much of the commercial success of the Project.

Chair of the QSD Computer Standing Committee.

Involvement in the development of the global ‘blob’. An integrated cradle to grave management system.

PROJECTS –Stonebridge Park, Phase 1 and 2

Cementation Projects - Head Office

Trafalgar House Construction (Major Projects) – Head Office



Fairclough Civil Engineering LimitedSenior Contract Quantity Surveyor

Fairclough Civil Engineering was part of Fairclough Construction Group which was one of Britain's prominent construction companies. Between the early 1970's and 1980's, Fairclough's Civil Engineering division alone constructed the United Kingdom's largest sewage system in Glasgow, drove its largest-diameter water tunnel at Sheffield, and developed its largest service reservoir at Prescott. A merger of Fairclough and William Press created a company to be called AMEC. I joined Fairclough with the intention of taking the helm at their Slade Green Maintenance Depot under construction for the Network Southeast division of British Railways. The work was in two phases of £17m and £4m approximate contract value. I was meant to be working alongside the incumbent Project QS for a short period and progressively relieving him of his involvement at Slade Green thereby enabling him to take on an enhanced role (including claims and 'marketing') at head office, more appropriate to his age and experience.

However, it soon became apparent that this was not how he saw the future, and I was restricted to small works on the second phase of the contract. The problem was discussed but not addressed until after I had made a commitment to my next employer. I am pleased to recall that all the recommendations that I made at the exit interview were subsequently implemented and that I was both asked to stay and invited to resume employment at any time in the future by the QS Director.



Norwest Holst Construction LimitedProject Quantity Surveyor Senior Quantity Surveyor

I moved home from Ipswich to Epsom upon joining Norwest Holst as Project Quantity Surveyor for the River Mole Flood Alleviation Scheme, Contract 11. The project was approximately 3 months old at the time and was already in difficulties. The Contract Period was 96 weeks but was programmed for completion in 48 weeks. The project was actually completed in approximately 140 weeks, however this was still within the revised Contract Period due to the award, prior to completion, of a substantial Extension of Time. The final account was favourably settled directly with the Employer shortly after completion.

I was responsible for overseeing and co-ordinating all aspects of the surveying and Site Accounting Departments. I reported directly to the Site Agent, Area Quantity Surveyor and Quantity Surveying Director.

I also continued my earlier involvement with on-site Computer Development and helped ease the Company out of the dark ages (Old 8" twin floppy disk, 64K computers) and into the present, well more recent past!

In July 1988 I was promoted to Senior Quantity Surveyor.

In October 1988 Norwest Holst was awarded a small Contract on the ‘Terminals’ area of the Channel Tunnel. It was hoped to be the first of many packages for T.M.L. and Norwest Holst intended to set up a small Area Office. It was indicated that I would oversee the Quantity Surveying function of all T.M.L. Packages awarded to Norwest Holst. In the meantime I was to be the sole Quantity Surveyor on the Cherry Garden Service Duct until an assistant could be made available.

Unfortunately, no further projects were won prior to me being relocated. This was primarily due to potential contracts about to be let: -

a) Not receiving planning permission

and b) an area being prepared for a structure by T.M.L, suffering a landslide

which resulted in the delayed letting of both packages. The situation was further complicated by Norwest Holst's 'French Connection' that was being negotiated at the time.

Norwest Holst subsequently won further work for T.M.L. and set up an Area Office in Chatham.

Whilst involved in this project I reported directly to the Contracts Manager and the Quantity Surveying Director.

In April 1989 I was transferred to the newly awarded project, ‘The Brooks Development', in Winchester. We were the Trade Contractor for the 'Sub-Structure’ and 'Super-Structure' packages as let by the Construction Managers, Schal International Ltd. As Senior QS I was linked to our Contracts Manager for the project and was responsible for contractual advice, QS procedures and financial controls. However, I was site based which added site accounting and administration to my responsibilities and the roll of Project QS, reporting to the Site Agent.

The project was generally understaffed which eventually led to the employment of both external and internal assistance.

I also reported directly to the Contracts Manager, Contracts Director, Managing QS, QS Director and Managing Director.



Cementation Construction LimitedAssistant Quantity SurveyorQuantity SurveyorSenior Quantity SurveyorActing Project Quantity SurveyorSenior Claims Quantity Surveyor

I joined Cementation Construction in November 1980 and worked at their completed M25, Sevenoaks Interchange Contract, remeasuring the earthworks for the final account, dealing only with the Client.

On completion of this exercise, I moved into Head Office for a short while, assisting in the placing of Sub-Contracts for the newly acquired A45 S.W. Ipswich By-Pass. Upon commencement of the project I was relocated from my home in Maidstone to Ipswich, as the Earthworks Quantity Surveyor responsible for all aspects of said and associated works. The final account was completed shortly after the completion of the project.

I then took charge of the QS function for the Earthworks and Structures sections of the A12 Copdock Washbrook By-Pass, Ipswich. The A12 was a follow-on project to the A45. I also prepared the monthly Valuations for submission to the Client and generally assisted with the running of the Quantity Surveying Department.

During my time at Copdock I was invited by the Chief Quantity Surveyor to give a seminar on Earthworks control and measurement to an internal Company gathering.

In February 1984 the site obtained a Micro Computer. I was involved in the Company's development of a new valuation and Commercial Value Programme for both the Micro and Main Frame Computers. I also developed a number of on-site reporting and clerical aids using a Spreadsheet Programme.

In April 1984 I was promoted to Senior Quantity Surveyor on the A12 Copdock Washbrook By-Pass Contract and took on all the responsibilities of Project Quantity Surveyor. The Client's and the 30

Sub-Contractors final accounts were substantially completed by the end of the maintenance period.

In March 1985 I took on a partial involvement in claims on the A12 Chelmsford By-Pass whilst completing the A12 Copdock Washbrook account.

In June 1985 I became based at Chelmsford for a short period, until a new contract was awarded.

In October 1985 I was appointed Senior Claims QS on the newly won A406 South Woodford to Barking Relief Road Contract No 3. As such I set up the company systems and installed the various data and record collecting procedures. I was also involved in the selection of Network and Project Management System for Microcomputers. The Artemis Package for the IBM-XT was chosen and I led its development as a Site programming and claims tool at Barking until I left Cementation.



Travelling the WorldFrom 1977 to 1980

I travelled overland throughout Europe, Asia, Africa and North America.

Outbound routeReturn routeCombined routeAir crossingSea crossingExcursion

Key

Le Grand Tour of Ivan HurstRoutes 1977 - 1980



Percy Bilton LimitedSite EngineerQuantity Surveyor

I started with Biltons as a Trainee Engineer, as part of my sandwich course. However, I chose not to return to college and remained in employment with Biltons. I was subsequently involved in; setting out, section engineering, asst. site management and on the Quantity Surveying side; site cost analysis, site measurement, valuations, payments, claims evaluation, contracts and final accounts for both Client and Sub-Contractors. I also spent a short time in their Head Office Estimating Dept. assisting with Sub-Contract procurement.

In the midst of my period with Biltons I left them for six month sojourn in Asia, and upon my return rejoined my previous project.

I consider that the training I received with Biltons gave me a sound foundation upon which to build the rest of my career. Working in the three disciplines of engineering, surveying and estimating has given me a better understanding of the many problems encountered. I feel that I was given a thorough grounding in most aspects of Civil Engineering with respect to roads, bridges and associated works, and a basic appreciation of the industry.



Projects and CommissionsReverse chronological order within type groups.



Commissions



London Underground Station cost efficiency modelClient;London Underground

Scheme Value; £1200m;

Involvement dates; Jan 2007 to Aug 2007

Employer;Turner and Townsend

Description –London Underground anticipated that one of the PPP contractors would seek an Extraordinary Review to be carried out by the PPP Arbiter. In preparation for this they requested a ‘should cost’ value of the station regeneration programme in respect of the first control period.

The first part of the process was to estimate the cost of a selection of six stations. Desktop studies and data trawls established various parameters for all of the stations on the network. These parameters were collated into groups including size, number and configuration of platforms and tracks, number of intersections, vertical and geographic location, history and the like. The data was correlated into a complexity index. The workbank consisted of differing interventions within three categories; refurbishment, extended refurbishment, and modernization. The complexity index was artificially split into three categories using sliders and sensitivity checks. This combined with intervention categories provided a matrix of potential stations. Further estimates of station ‘should cost’ were undertaken with a view to providing one example in each element of the matrix. Due to the potential impact, the model was subjected to intense scrutiny prior to the results being adopted and used.

Role –Lead Estimator defining structure and level of detail within example estimates and correlating results within bespoke database to ensure consistency of data and rates applied.

Concept creation and detailed design of the complex cost model which was based on differential and comparative asset parameters used to develop a complexity index for all the stations on the Underground Network. The complexity index was tuned to the example estimates to provide a matched cost for the whole of the BCV and SSL workbank. Testing, operation and training of the complex cost model. Demonstration of the model to peers, client and PPP arbiter and his advisors.

Achievements –The Complex Cost Model for stations was acknowledged as being the best submitted for consideration in the PPP Extraordinary Review and the only model used in defining the offer made to Metronet. Through understanding of the cost drivers influencing the final cost of interventions to stations in the London Underground environment.

King’s Cross Station Redevelopment ProgrammeClient;Network Rail


Involvement dates;toEmployer; Turner and Townsend

Description –King’s Cross Station has been transformed into a world class transport hub which can meet future demand and offer the best facilities for passengers. The station has been extended through a new western concourse, three times the size of the previous concourse area. Passengers will be able to enjoy new shops and restaurants, as well as improved access to services on the Underground, the new Thameslink station and domestic and international services at the adjoining St Pancras International station. The ‘temporary’ concourse area built in the 1970’s will be demolished revealing the the main south façade of Lewis Cubitt’s original 1852 station.

Role –Procurement manager for Packages 2, 3, and 3A.

Achievements –Negotiated significant savings based on the tender clarifications and the removal of assumptions and exclusions.



Leicester Square RedevelopmentClient;Westminster City Council


Involvement dates;Nov 2090 to Aug 2010

Employer;Hyder

Description –As part of the Leicester Square Action Plan, Westminster City Council made a long term commitment to physically transform the hard and soft landscape of Leicester Square, its gardens and its nine connecting streets. Hyder were commissioned to advise WCC and undertake the Pre Contact Management, up to contractor award. The OJEU notice was in three lots to reflect the status of firm funding for the project.

Hyder assisted WCC in respect of; The preparation of the OJEU notice The Procurement strategy and selection of form of

Contract Discussions with WCC solicitors with respect to

special contract clauses (Z Clauses) Preparation and updating of Cost Plan, as design

progressed. Preparation of Bill of Quantities in line with the Lots. Preparation of Invitation to Tender, including printing

and distribution. Creation of Tender evaluation questions and marking

mechanism, based on a suit of bespoke integrated spreadsheets

WCC procurement department carried out the Tender evaluation using our marking mechanism.

Role –Lead procurement manager and advisor. Designer and creator of Tender evaluation questions and marking mechanism. Review of all documents included in ITT.Achievements –Worked with client to resolve difficulties between designer and architect. Created a tender evaluation and marking mechanism which provided a high degree of ‘blind making’ capability, correlation with tender questions, and easy user interface. It met the needs of the Client who was particularly keen to avoid any possibility of a Tender challenge.

Office

Great Western Description – Role –



RenaissanceClient;Railtrack

Scheme Value; £3,500m;

Involvement dates; 1998to 1998Employer; Railtrack

The Great Western Renaissance programme was a full modernisation programme of the mainlines in the Great Western Zone of Railtrack. It is still being progressed with different names and guises under Network Rail management. Improvements being considered included a double deck station at Reading and increasing the line speed from 125mph to above 200mph.

The strategic Value Management exercise was initiated to review the programme at its conceptual stage and establish the stakeholder desires for the railway of the future, with a fifty year horizon.

Stakeholders included, among others, the Minister of Transport, the Rail Regulation, the Transport commissioner, CEO, Zone Director and other directors of Railtrack. Directors from the involved TOCs, FOCs, maintenance and renewal contractors, designers, sponsors, programme and project managers, and user representatives.

Railtrack Zone Management Manager. Instigator, leader and organiser of the first two day Railtrack strategic VM exercise.

Achievements –The good and the great of the Zone were locked into a hotel for two days. Robin Gisby, then head of West Coast Route Modernisation told Ivan that he wished they had carried out a similar exercise for the WCRM before starting it. £500m was cut from the programme budget whist still achieving the programme objectives. Over a decade later the influence of those two days is still evident. My first day report was used as training material by Davis Langdon for a number of years afterwards and I am told that I am accredited with the new Value Management stage, VM0. When I was trained in Value Management, by Railtrack, the stages where VM 1 to VM 4, and then Value Engineering. VM0 represents strategic Value Management.

Bids / Tenders

Projects

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1 Hertford Link RoadClient; Hertfordshire County Council


Involvement dates; 1973to 1976Employer; Percy BiltonType; Highways



In service TrainingReverse chronological order within type groups.



With Cementation Construction Ltd

Cementation Construction 18/19 Nov.83 Communication

Cementation Construction 1 day ICE 5th Conditions

Cementation Construction 25 Jan 84 Micro Appreciation

Metier Management Systems 15/16 Oct 85 Intro to Artemis-PC

With Norwest Holst Construction Ltd.

Building Advisory Service 1 day Communication

Norwest Holst 2 days GC/Works/1 Conditions

Building Advisory Service 2 days Dealing with People

With Cementation Projects Ltd.

Sphinx Level V 20/21 Aug 92 Uniplex Database

TH-MIS 15 Oct 92 Monthly report database

Partners in Management Training 10 Nov 92 Time Management

THC(MP) 19-Jan 93 to 30 Mar 93 Total Quality Management --

Video training Tue/Wed 30/60mins

James R Knowles 25-27 May 93 Claims Pursuance & Avoidance

THC(MP) 23 Nov 93 Computer Generated Estimating



THC(Regions) 20 May 94 New Engineering Contract

THC {divisional IT dept} 16 Sept 94 Valuation system expert user

JIB 21 Oct 94 Insurance seminar

THC {divisional IT dept} 1 Nov 94 IT systems presentation

Thames Water 18 Nov 94 TW Target Cost Formulae & Contract management philosophy

THC {divisional IT dept} 30 Nov 94 Valuation system presentation

THC {divisional IT dept} 23-24 Jan 95 Valuation system Training

THC {divisional IT dept} 30-31 Jan 95 Valuation system Training

THC {divisional IT dept} 16 Feb 95 Valuation system Training

With E.C. Harris

Various in house CPD

With Southern Track Renewals Co Ltd.

9-10 May 96 PTS Training

With Railtrack plc..

29-31 Jan 97 PMCS training (software)

24-25 Feb 97 Primavera P3, course 601(software).

11-12 Mar 97 SWIFT - Risk Management



PMCS training (software)

Muti-Est training (software)

RMS training (software)

6 Jan, 5 Feb 98 RSRS training

2 Mar 98 PMCS training (software)

30 Mar 98 PTS refresher

8 May 98 NEC Conditions of Contract

22 Jan 99 RT Model Tender Documents (MITTE)

28 Jan 99 Contingency management

14-16 July 99 Value Management Course

Muti-Est training (software)

28 Feb, 20, 27 Mar, 10, 28 Apr, & 12 May 00

Advanced Value Management Course

8,9,10 Nov 00 Financial Awareness for Non-Financial Managers

28 Nov 00 RMS Training (software)

20 Dec 00 @Risk Training (process and software)

With GrantRail..

COINS training (software)

COINS (Valuation) training (software)



Tube Lines Track RenewalsClient: Tube Lines Budget: £250mStart Date: 2004 End Date: 2005Position Held: Lead EstimatorDESCRIPTION – Rail contractor tendering for the seven year project for track renewal and reconditioning in both open and tube sections under the Tube Lines PPP contract.ROLE – I lead the commercial and planning functions on two tenders, one track and the other signalling, the larger of which had a client published value of approximately £250m. The majority of the track tender was direct works and included full resource pricing together with utilisation analysis. Labour rates built up from salaries with burden and shift pattern adjustments. The estimating package utilised was C21. I presented the bid to the board and negotiated the contract through to award.

B: King’s Cross Station Regeneration Programme Client: Network Rail Ltd Budget: £400mStart Date: 2008 End Date: 2008Position Held: Procurement Manager

DESCRIPTION – King’s Cross station is at the heart of the busiest transport interchange in the country. Over 47 million people use the station every year, and this is expected to rise by a further 10 million within a decade. The station suffers from congestion during peak hours and shops and passenger facilities are limited. King’s Cross will be transformed into a world class transport hub which can meet future demand and offer the best facilities for passengers.

ROLE – I was part of the Thameslink / King’s Cross procurement team and my role was to lead a small team responsible for letting the contracts for the Train Shed roof replacement, Platform alterations and footbridge demolition. The Train Shed roof replacement is a complicated operation involving moving gantries and crash deck whilst keeping the station open. Following return of tenders the team evaluated the returns and assessed the completeness and the underling risks associated with them. We negotiated with the Tenderers’ through to eventual contract award.

C: The Shard of GlassClient: London Bridge Quarter Budget: £2bStart Date: 2008 End Date: 2008Position Held: Railway Expert Cost Advisor

DESCRIPTION – The Shard of Glass or London Bridge Tower is part of the London Bridge Quarter redevelopment. The iconic tower will be Europe’s tallest mixed-use building. It is being built in conjunction with Network Rail as part of the OSD and redevelopment of London Bridge Station.

ROLE – I acted as advisor to the client in respect of the railway works involved in the redevelopment of the London Bridge Station. The client had already appointed the architect and cost consultant but wanted additional expert railway specific advise regarding the estimate for railway works. This involved working closely with the architect, cost consultant, developer, Network Rail and client

D: London Underground Station cost efficiency model



Client: London Underground Budget: £1.8bStart Date: 2006 End Date: 2007Position Held: Senior Cost Manager

DESCRIPTION – London Underground commissioned a review of the station refurbishment and modernization programme across the whole of their infrastructure. This involved creating full estimates of 31 sample stations and creating a bespoke model to use station attributes and parameters to predict the cost of the remainder of the stations.

ROLE – I lead the estimating team and co-ordinated the approach to ensure consistency. I also designed and developed the integrated complex cost model.
