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Engineering Director
David Fearon
,
Totnes, United Kingdom
Experience
Other titles
Skills
I'm offering
A dynamic, versatile and commercially astute professional with 19 years of experience in delivering complex, high profile, transformation and engineering programmes, projects and their operations within defined parameters, utilising appropriate processes, tools and techniques. A responsible leader with the proven natural ability to innovate, deliver continuous improvement and develop effective solutions to issues carrying them through to delivery, exceeding expectations. Well-honed communication skills and partnering ability maintains the big picture in terms of strategic overview whilst setting exacting standards and inspiring teams to consistently perform at pace and the higher level; dedicated to delivering quality, customer focused results within challenging time frames. Excels working within high risk, fast-changing and challenging business environments, able to manage all aspects of diverse and demanding change programmes; makes decisions confidently, always results- focused. An ex-Royal Navy Commander, who specialises in transformational change, Defence acquisition management & P3O/M; accustomed to working within a system of systems environment. Accumulated extensive experience in major business transformation programmes within the Public / Private Sector.
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2018 - 2020
job
Senior Programme and Training Operations Manager, Executive Team Trainer/Coach and Head of Engineering Assurance
Royal Navy Operational Sea Training Team.
May 18-Apr 20 & Jan 13-Sep 15
Senior Programme and Training Operations Manager, Executive Team Trainer/Coach and Head of Engineering Assurance.
Delivered a modernisation/change programme for training delivery programmes including the acquisition of £5M Autonomous Underwater Vehicle (AUV) and other technologies that enhance training delivery and operational outputs. Led a capacity building team of 50 in the delivery of training operations to and coaching of 25 UK and International Senior Management Teams. Senior Safety Manager for all training operations.
Key Activities/Deliverables
• Seek business case approval for £5M and implement procedures for using AUV. Work with industry to introduce software/IT hardware solutions to enhance training/operational outputs.
• Design strategy to implement an organisational change programme to increase training capacity, improve programming and operational outputs across 350 personnel. Including operational delivery, revised governance, functions and management framework, resourcing strategy and benefits realisation.
• Grow the capacity of UK and International navies by enhancing their ability to respond to a crisis of any kind. Provide engineering assurance to ensure training operations go uninterrupted.
• He maintained these outputs with only 65% of his team by influencing 5 other external organisations to share their personnel.
• Lead an initiative to improve engineering knowledge across all 4000 Royal Navy Weapon Engineers. His role also included the provision of risk management, audit and assurance.
• Provision and implementation of P3O/M Portfolio, Programme and Project Offices / Management inc. Programme Baselining, Earned Value (EVM) and P & L/Budget Mgt, Agile best practice and engineering availability/assurance of all ships and their computer networks.
Senior Programme and Training Operations Manager, Executive Team Trainer/Coach and Head of Engineering Assurance.
Delivered a modernisation/change programme for training delivery programmes including the acquisition of £5M Autonomous Underwater Vehicle (AUV) and other technologies that enhance training delivery and operational outputs. Led a capacity building team of 50 in the delivery of training operations to and coaching of 25 UK and International Senior Management Teams. Senior Safety Manager for all training operations.
Key Activities/Deliverables
• Seek business case approval for £5M and implement procedures for using AUV. Work with industry to introduce software/IT hardware solutions to enhance training/operational outputs.
• Design strategy to implement an organisational change programme to increase training capacity, improve programming and operational outputs across 350 personnel. Including operational delivery, revised governance, functions and management framework, resourcing strategy and benefits realisation.
• Grow the capacity of UK and International navies by enhancing their ability to respond to a crisis of any kind. Provide engineering assurance to ensure training operations go uninterrupted.
• He maintained these outputs with only 65% of his team by influencing 5 other external organisations to share their personnel.
• Lead an initiative to improve engineering knowledge across all 4000 Royal Navy Weapon Engineers. His role also included the provision of risk management, audit and assurance.
• Provision and implementation of P3O/M Portfolio, Programme and Project Offices / Management inc. Programme Baselining, Earned Value (EVM) and P & L/Budget Mgt, Agile best practice and engineering availability/assurance of all ships and their computer networks.
It, LED, Manager, Framework, Go, Audit, Design Strategy, Software, International, Coach, Hardware, Safety, Implementation, Design, Engineering, Business Case, Management, Operations manager, Risk Management, Agile, Training, Audit, Budget, Operations, Coaching
2016 - 2018
job
Senior Programme, Equipment Support Operations and Change Manager and Chief Engineer
Defence Equipment & Support (DE&S).
MOD DE&S Information Technology Communications/Networks, Radar, Aviation and Maritime Navigation Systems Authority, tasked with leading a team of 90 Civilian (include 5 programme managers), Military and Contracted personnel Including: Project Controls, Project Management, Engineering, Logistics, Finance and Commercial
in the delivery of 125 projects and contracts/£250M budget for acquisitions and operational engineering support to 60 ships, submarines and estates alongside 50 contractors based upon P3O/M doctrine/principles; monitor the performance of 125 engineering support contracts through KPIs.
Key Activities/Deliverables
• Write a strategy and business case for £75M funding to replace all Royal Navy IT Communications. Implement a governance and management framework to launch strategy in a 6-year programme.
• Oversee the delivery of Future Support contracts (£10M-300M) including (1 x Cat B, 4 Cat C and 2 Cat D).
• Achieve £20-£120M of contract approvals across 20 contracts and 5 contractors to develop a Common Equipment Support Model, improving operational delivery, ownership of governance, functions, programme plan, statements of work, team and work package design plus benefits realisation.
• Implement a transformation programme to increase the professional skills2 and qualifications of all team members. Incorporate a revised governance and management framework. As a member of the Executive Management Board, contribute to its implementation over the wider team of 400 personnel.
• Provision and implementation of P3O/M, Agile best practice and engineering availability and assurance of all 125 supported equipment.
• Early engagement and negotiations with industry to ensure project delivery to required Performance, Cost and Time. Deliver Invitation to Tenders (ITNs) and supportability contract negotiations for fleet communications, radar, aviation and maritime navigation systems.
• Progression of all project business cases through local assurance and scrutiny to appropriate level of approval, including HM Treasury.
• Engagement with External Authorities to establish and maintain an appropriate route to project approvals.
• Lead a commercial £120M radar replacement competition/project with 4 companies from 3 different countries, assuring overall value for money, technical & commercial compliance. Co-ordinate 12 stakeholder organisations (65 personnel) to agree 1 solution alongside DSTL. Achieve Maingate business case approval.
in the delivery of 125 projects and contracts/£250M budget for acquisitions and operational engineering support to 60 ships, submarines and estates alongside 50 contractors based upon P3O/M doctrine/principles; monitor the performance of 125 engineering support contracts through KPIs.
Key Activities/Deliverables
• Write a strategy and business case for £75M funding to replace all Royal Navy IT Communications. Implement a governance and management framework to launch strategy in a 6-year programme.
• Oversee the delivery of Future Support contracts (£10M-300M) including (1 x Cat B, 4 Cat C and 2 Cat D).
• Achieve £20-£120M of contract approvals across 20 contracts and 5 contractors to develop a Common Equipment Support Model, improving operational delivery, ownership of governance, functions, programme plan, statements of work, team and work package design plus benefits realisation.
• Implement a transformation programme to increase the professional skills2 and qualifications of all team members. Incorporate a revised governance and management framework. As a member of the Executive Management Board, contribute to its implementation over the wider team of 400 personnel.
• Provision and implementation of P3O/M, Agile best practice and engineering availability and assurance of all 125 supported equipment.
• Early engagement and negotiations with industry to ensure project delivery to required Performance, Cost and Time. Deliver Invitation to Tenders (ITNs) and supportability contract negotiations for fleet communications, radar, aviation and maritime navigation systems.
• Progression of all project business cases through local assurance and scrutiny to appropriate level of approval, including HM Treasury.
• Engagement with External Authorities to establish and maintain an appropriate route to project approvals.
• Lead a commercial £120M radar replacement competition/project with 4 companies from 3 different countries, assuring overall value for money, technical & commercial compliance. Co-ordinate 12 stakeholder organisations (65 personnel) to agree 1 solution alongside DSTL. Achieve Maingate business case approval.
Business Case, Manager, Contracts, Framework, Treasury, Maritime, Support, Transformation, Implementation, Business cases, It, Engineering, Design, Technology, Compliance, Finance, Management, C, Agile, Contracts, Budget, Operations, Project Management
2015 - 2016
job
Industrial Secondment
Cranfield Regatta Ltd.
Programme Manager / Company Director
As part of the MBA Skills include Negotiating in Business, Corporate and Operations Strategy, Financial Management, Business Law, Organisational Behaviour and Leadership in Action, Entrepreneurial Finance, Corporate Finance Strategy, Managing Strategic Innovation, Identifying Customer Hidden Needs (with Altro Flooring), Strategic HR in the 21st Century, Venture Capitalism (with Passive Eye), Marketing, Decision Making and Data Analysis (with IET), Accounting, UK and International Business Assignments (with Lava Mobiles), Entrepreneurship and Investment and Risk Management.
he led programmes to implement business growth and innovation within Sri Lankan Mobile Phones, UK Altro Flooring and Cladding companies, the Institute of Engineering and Technology and a business start-up Passive Eyen using P3M and Agile best practice. He became the Director of Cranfield Regatta Ltd, where he led a team to run business networking events by organising high-profile Sailing Regattas, raising over £50K for 15 yachts and recruiting 125 participants from international business schools.
Key Activities/Deliverables
• Analyse all aspects of the Lava Mobile's performance across marketing, sales, operations, commercial, finance and product. Trial and provide evidence of recommendations that will improve performance.
• Analyse the delivery of Altro Flooring products and research potential improvements that could be implemented in the design to support Dementia patients.
• Work with IET, Innovate UK and their government funding 'catapult' Champions to build a business case to lobbying for additional support to Digital, Manufacturing, Energy Systems and Construction Industries.
• Provide financial support to business start-up Passive Eye by helping them prepare a business case to acquire Venture Capital Funding.
As part of the MBA Skills include Negotiating in Business, Corporate and Operations Strategy, Financial Management, Business Law, Organisational Behaviour and Leadership in Action, Entrepreneurial Finance, Corporate Finance Strategy, Managing Strategic Innovation, Identifying Customer Hidden Needs (with Altro Flooring), Strategic HR in the 21st Century, Venture Capitalism (with Passive Eye), Marketing, Decision Making and Data Analysis (with IET), Accounting, UK and International Business Assignments (with Lava Mobiles), Entrepreneurship and Investment and Risk Management.
he led programmes to implement business growth and innovation within Sri Lankan Mobile Phones, UK Altro Flooring and Cladding companies, the Institute of Engineering and Technology and a business start-up Passive Eyen using P3M and Agile best practice. He became the Director of Cranfield Regatta Ltd, where he led a team to run business networking events by organising high-profile Sailing Regattas, raising over £50K for 15 yachts and recruiting 125 participants from international business schools.
Key Activities/Deliverables
• Analyse all aspects of the Lava Mobile's performance across marketing, sales, operations, commercial, finance and product. Trial and provide evidence of recommendations that will improve performance.
• Analyse the delivery of Altro Flooring products and research potential improvements that could be implemented in the design to support Dementia patients.
• Work with IET, Innovate UK and their government funding 'catapult' Champions to build a business case to lobbying for additional support to Digital, Manufacturing, Energy Systems and Construction Industries.
• Provide financial support to business start-up Passive Eye by helping them prepare a business case to acquire Venture Capital Funding.
Sales, LED, UP, Manager, Energy, Energy, International, Support, Growth, Engineering, Business Case, Technology, Entrepreneurship, Marketing, Finance, Management, Leadership, Risk Management, Agile, Innovation, Networking, Research, Operations, Data Analysis, Design
2011 - 2013
job
Programme Manager, Head of Engineering/IT Department and Public Relations Officer
Ministry of Defence Operational Engineering.
IT Systems Support Dec 11-Jan 13 & Jan 01-Jan 06
Programme Manager, Head of Engineering/IT Department and Public Relations Officer
• He led a team of 50 engineers to deliver a programme of 180 equipment projects including the installation, commissioning and supportability of IT server-based electronics, communication, weapon services and networks, whilst overseeing their training operations, professional development and pastoral care.
Key Activities/Deliverables:
• Maintain availability of 180 ship-borne IT systems and networks for immediate use.
• Work alongside Babcock International to deliver £70M frigate and aircraft carrier refurbishment contracts.
• As the Public Relations Officer, co-ordinated several Royal and Ministerial visits, overseeing meticulous preparations, choreography and ceremony, whilst ensuring the experience left a positive impression.
• Manage a real-life explosive incident, ensuring the safety of 200 personnel, providing quick-thinking risk assessment, leadership and calm throughout.
Programme Manager, Head of Engineering/IT Department and Public Relations Officer
• He led a team of 50 engineers to deliver a programme of 180 equipment projects including the installation, commissioning and supportability of IT server-based electronics, communication, weapon services and networks, whilst overseeing their training operations, professional development and pastoral care.
Key Activities/Deliverables:
• Maintain availability of 180 ship-borne IT systems and networks for immediate use.
• Work alongside Babcock International to deliver £70M frigate and aircraft carrier refurbishment contracts.
• As the Public Relations Officer, co-ordinated several Royal and Ministerial visits, overseeing meticulous preparations, choreography and ceremony, whilst ensuring the experience left a positive impression.
• Manage a real-life explosive incident, ensuring the safety of 200 personnel, providing quick-thinking risk assessment, leadership and calm throughout.
Support, LED, Manager, Contracts, Server, International, Development, Electronics, Assessment, Public relations, Safety, It, Engineering, Leadership, Training, Contracts, Operations
My education
?
-
2018
Coach Chartered Management Institute
MBA, Leadership and Management
MBA, Leadership and Management
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