From the ocean depths to outer space

How has your career unfolded?

I trained as a mechanical engineer and qualified as an engineering designer. I started my apprenticeship on a day release course. I didn't go to university. In fact, there aren't that many of us about who have been to university - in those days universities were seen as something of a privilege.

I started my career in the nuclear industry with the Atomic Energy Authority and subsequently transferred to British Nuclear Fuels when it was established in the early 1970s. I've always been a practical person and I couldn't have asked for a better education. For the start of a career it was fantastic - it sets you on the road for other opportunities.

In the late 1970s the offshore oil & gas industry in the North Sea was ramping up and required engineering support for the installation, hook-up and commissioning of production platforms. I tended to move around different firms a fair bit. I spent about 10 years working with Conoco, BP, Shell and others and it was during this period that I focused on project delivery management, particularly the project controls function. It was this specific interest that resulted in the opportunity to work with a Houston-based consultancy who were developing a complex project controls system across all major BP offshore projects.

How did the space project come about?

In 1988 we were commissioned to implement the same system and processes for the European Space Agency as for BP.

At that time, a lot of importance was placed on project controls. ESA noticed me through work I did on BP's offshore installations. I had the skills and a good knowledge of the product - it's how these things tend to go. I spent a lot of time travelling in Europe.

My role now has come about partly through interest, partly through the way the industry is going. In the 1960s there wasn't programme management as such, but now there is software available. I'm very much focused on business change. Over the years I have learned to understand the things that can get in the way of change. You have to be aware that about 85% of project management is about how you deal with people and the environment, whether it's politics or outside influences.

What is programme management?

The term programme management is definitely used more these days to describe complex or large undertakings such as business change or IT implementations. We should have called our offshore projects programmes as they certainly met the complexity criteria.

What challenges you?

About 85% of project management is about how you deal with people and the environment

From a technical point of view, I'd say oil rigs - transporting and installing in excess of 100,000 tonnes of steel structure and topsides in over 200 metres of water, 150 miles north east of Shetland takes some beating.

But then equal to that is overcoming resistance to behavioural changes, especially if you are dealing with different national cultures as we did with the ESA. That was a challenge in terms of the sheer logistics of change. It was very multicultural working with the Germans, French, Spanish and Dutch. So, logistically a nightmare as well as technically a nightmare. On top of that were other massive cultural changes. The Marconis, the GEC Alsthoms - they all had their own way of working, but ESA said you all have to do it our way.

Attempting to implement new processes, procedures and an information system in well established aerospace contractors across Europe was definitely more than just delivering a new IT system. It required particular skills, which I have developed over many years of bitter, practical experience. Changing the embedded culture of an organisation will always be a significant challenge.

Why did you choose Turner & Townsend?

I've known an MD within T&T for about 12 years, as I'm an assessor in the Association for Project Management.

We're in a team together. I'm good at keeping my network going and it was purely by maintaining contacts that I became aware the role was vacant. The association is a good means for networking. It's the centre of my business and you meet people who are like-minded.

T&T has offered the opportunity of a role that would capitalise on my varied background and experience and enhance their current offering. I'll have the chance to be more customer facing than in my previous company, which was something at which I regard myself to be competent and have missed considerably.

What is next for you?

At T&T I have a varied role: client account management, change/programme management consulting and I will continue developing business in the Northwest.

British Nuclear Group is already a client of the firm, so I've had involvement with some of these companies in past lives. There's a synergy there.