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Strong Contract and People Management Skills from ITT to Final Account.
Mark Weston
,
Beverley, United Kingdom
Experience
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Mark Weston established Planning and Estimating Ltd to fill the needs of the Engineering and construction industries. Providing planning and estimating services, from pre-tender work to control of projects.
Markets
United Kingdom
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Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - ?
job
Director
Weston Elloughton Limited.
Director and shareholder of Property infrastructure.
Infrastructure
2008 - 2019
job
Shareholder/Commercial Director / Senior CDM Adviser
Advance Group UK Limited.
• Instigated the new Company and combined the existing consultancy businesses, into a group growth model.
• Developed new clients within the Mining and Gas Pipeline Transmission Industries.
• Successfully tendered and won new work within the Gas Industry.
• Managed the work winning process and all aspects of commercial management of a contracting company.
• Developed a new construction business within the Oil & Gas Industry.
• Opened a recruitment agency as part of the group.
• Successfully established framework contracts with two Networks
• Doubled the profit year on year since inception.
• Developed new clients within the Mining and Gas Pipeline Transmission Industries.
• Successfully tendered and won new work within the Gas Industry.
• Managed the work winning process and all aspects of commercial management of a contracting company.
• Developed a new construction business within the Oil & Gas Industry.
• Opened a recruitment agency as part of the group.
• Successfully established framework contracts with two Networks
• Doubled the profit year on year since inception.
Contracts, Management, Recruitment, Growth, Framework, Contracts, Winning
2005 - 2008
job
Chief Executive Officer
Centechnology UK Limited.
• Developed a new company to grow and market within traditional construction and engineering businesses to fulfil the under-utilised resource and skill base for UK Coal Plc.
• Project managed new business and revitalised support businesses in the Open Pit Sector.
• Grew the company in trading years from zero to £ 35m turnover with consistent realised margin and without the need for external borrowing.
• Successfully introduced migrant workers into a high risk environment using stringent control of selection and management of the individuals increasing unit outputs by 40%.
• Guided the Company to operate successfully in the Rail, Engineering, Mining and Technical Support areas of industry with 547 direct employees.
• Introduced the CDM process to Mine remediation projects including demolition, Shaft Remediation and Ground Restoration.
• Project managed new business and revitalised support businesses in the Open Pit Sector.
• Grew the company in trading years from zero to £ 35m turnover with consistent realised margin and without the need for external borrowing.
• Successfully introduced migrant workers into a high risk environment using stringent control of selection and management of the individuals increasing unit outputs by 40%.
• Guided the Company to operate successfully in the Rail, Engineering, Mining and Technical Support areas of industry with 547 direct employees.
• Introduced the CDM process to Mine remediation projects including demolition, Shaft Remediation and Ground Restoration.
Management, Engineering, PLC, Support
2003 - 2005
job
Chief Executive Officer
SES Holdings plc.
• Grew the Mining Business from £ 350k per annum to £ 11.5m.
• Evolved the original Specialist Engineering Services Ltd business T/O £5.5m into an un- listed Plc turning over £35.4m. Now turning over £77m per year following the development plan laid down at inception.
• Member of HSE working groups and developed policy and procedures.
• Acquired two businesses in the period and remodelled the operations from negligible returns to profitable, sustainable entities.
• Managed the finance of the growth through the period and re-financed the business from a traditional overdraft facility into invoice discounting
• Diversified the business profile to spread the overall risk to ensure sustainability.
• Managed the extraction of debt from a major distressed client.
• Instigated an Integrated Management System to consolidate various processes inherited in the different companies.
• Opened an operation in Australia.
• Incorporated the companies associated with our operations in Australia and protected the assets in a changing litigious environment.
• Managed the risk process in the business growth.
• Evolved the original Specialist Engineering Services Ltd business T/O £5.5m into an un- listed Plc turning over £35.4m. Now turning over £77m per year following the development plan laid down at inception.
• Member of HSE working groups and developed policy and procedures.
• Acquired two businesses in the period and remodelled the operations from negligible returns to profitable, sustainable entities.
• Managed the finance of the growth through the period and re-financed the business from a traditional overdraft facility into invoice discounting
• Diversified the business profile to spread the overall risk to ensure sustainability.
• Managed the extraction of debt from a major distressed client.
• Instigated an Integrated Management System to consolidate various processes inherited in the different companies.
• Opened an operation in Australia.
• Incorporated the companies associated with our operations in Australia and protected the assets in a changing litigious environment.
• Managed the risk process in the business growth.
Operations, Sustainability, Management, Finance, Engineering, PLC, Growth, Development, Processes
1998 - 2003
job
Head of Operations/Operations Director/ Safety Director
Cementation Skanska.
• Increased sector turnover from £7.5m to £17.5m and increased margins by 33% for UK and Eire business area.
• Increased strike rate from 18% to 36% on value of work won.
• Gained Investors in People Accreditation, ISO 14001 and OHSAS 18001.
• Successfully managed two major re-structuring moves including redundancies and multi-tasking reforms;
• Strategic responsibility for operating overseas projects in Australia; South Africa, Canada, Thailand, Spitzbergen(Norway) and Eire.
Developed an engineering outsource division providing service to key clients and Skanska Construction, adding value and quality to the business. Reduced the Company accident rate by 23% and dramatically reduced the severity of incidents. A member of the HSE working group on passive support. Altered and moved the business focus to develop overseas markets.
• Increased strike rate from 18% to 36% on value of work won.
• Gained Investors in People Accreditation, ISO 14001 and OHSAS 18001.
• Successfully managed two major re-structuring moves including redundancies and multi-tasking reforms;
• Strategic responsibility for operating overseas projects in Australia; South Africa, Canada, Thailand, Spitzbergen(Norway) and Eire.
Developed an engineering outsource division providing service to key clients and Skanska Construction, adding value and quality to the business. Reduced the Company accident rate by 23% and dramatically reduced the severity of incidents. A member of the HSE working group on passive support. Altered and moved the business focus to develop overseas markets.
Operations, Service, Engineering, Support, ISO 14001, Safety, Norway, OHSAS 18001
1997 - 1998
job
Head of Operations/Contracts Manager
Kvaerner Cementation, Rotherham.
Operations, Contracts, Contracts, Manager
1995 - 1997
job
Project Manager, Whitemoor Site
Trafalgar House Construction.
Project Manager, Manager
1992 - 1995
job
Company Director
Duffield Associates Ltd.
1986 - 1992
job
Statutory Underground Manager
British Coal, Selby.
Manager
My education
1979
-
1981
Doncaster Metropolitan University
BSc, N/a
BSc, N/a
Wath upon Dearne Grammar School
HighSchoolOrEquivalent, N/a
HighSchoolOrEquivalent, N/a
n/a
Hndhncorequivalent, Operational Management CEI Manager's
Hndhncorequivalent, Operational Management CEI Manager's
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