Robert Welsh ChPP MAPM

AFC Energy is a leading provider of Fuel Cell systems for the generation of clean energy, offering best in class performance and lowest operating cost as part of global efforts to decarbonise industry. Hired to establish a programme/project management function and supporting processes to enable successful delivery of a £130m portfolio of projects and programmes within AFC Energy, a leading provider of fuel cell systems and products. Responsible for delivering a portfolio of programmes and projects to agreed time, cost and quality, liaising with internal/external suppliers to ensure milestones are achieved. Supporting development of AFC Energy’s 5-year product roadmap and business strategy, and management of the control and delivery of contractual requirements. Also responsible for identification and exploration of new revenue opportunities from existing and new contracts.

Hired to lead integrated programme teams of between 30 and 150 to deliver strategically important robotics fulfilment centres in Mansfield and Dartford to support increased network capacity in the UK, with a budget of £130m. Led all aspects of the programme to deliver turn-key ready facilities for the business in challenging timescales and during the Covid-19 outbreak.

Hired to deliver key projects/programmes including Boeing Chinook Engine Service Agreement (CESA) and Boeing Through Life Customer Support (TLCS), with full responsibility for delivering 9-figure contracts for the defence sector. Led integrated programme teams of between 30 and 150. Defined frameworks to benchmark best practice project management across high-profile defence engineering contracts. Managed integrated project teams of 60 people to execute programme deliverables and build strong customer, supplier and stakeholder relationships.

ENGIE is a leading energy and services company focused on three key activities: production and supply of energy, facilities management and regeneration. Our 17,000 employees combine these capabilities for the benefit of individuals, businesses and communities throughout the UK & Ireland.

Responsibilities and Achievements: Managed project delivery for study phases of Rio Tinto’s Gove Plant Gas Conversion with a project value $180m; Managed project team and stakeholders to ensure successful project delivery; Lead, implemented and managed project risk management system; Developed business case justifications for various alternative project options; Developed cost estimates in line with estimating requirements particular to each project phase; Provided project governance to ensure best practice project management principles are implemented and sufficient due diligence is applied to project management; Prepared relevant project plans in line with project delivery model; Managed of a portfolio of medium sized utility projects for Newcrest’s Lihir Gold mine in PNG; Responsible for establishing project business cases based on risk level and cost benefit analysis; Established a project ranking system to ensure approved projects are aligned with the business strategy; Established project delivery systems for delivery of various sustaining capital projects; Established and maintained project cost reporting based earned value management; Established and maintained portfolio traffic light reporting; Established and implemented project change management system; Established and managed project budgets; Managed clients and stakeholders to ensure successful project delivery; Prepared tenders, evaluation of tenders and contract management; Prepared scopes of work for relevant packages; Managed various safety in design processes such as HAZOP’s and design reviews; Managed tender preparation and evaluation, including contract negotiation.

Responsibilities and Achievements: Managed a team of project engineers to safely deliver multiple capital projects across all disciplines; Established and managed project budgets; Responsible for project management and governance of a $30m utilities capital project portfolio; Responsible for establishing project business cases based on risk level and cost benefit analysis; Established a project ranking system to ensure approved projects are aligned with the business strategy; Established a traffic light reporting system for the utilities capital portfolio; Established project reporting based on earned value management; Facilitated the development of a new capital project management system in line with best practice project management; Managed stakeholders to ensure successful project delivery; Prepared tenders, evaluation of tenders and contract management; Ensured the success of capital works, through sound judgment, selection, application of engineering and project management principles, and development of proposed projects; Managed long term planning of project resources and priorities for a five year forecast; Provided governance to ensure best practice project management principles are implemented and sufficient due diligence is applied to project management; Ensured risks were identified and rated correctly to enable fair assessment of projects; Ensured risks were managed with all project proposals/designs; Ensured the project change management procedures are followed at all times when implementing capital works; Facilitated project development so projects could be completed efficiently and without delays; Ensured project cost estimates for proposed projects are accurate; Coaching and development of personnel engaged in project development; Managed performance of project engineers;

Responsibilities and Achievements: Stanwell Power Station Unit’s 2, 3 and 4 Turbine and Generator Efficiency and Capacity Upgrade, 350MW Hydrogen Cooled Generator. Project scope included: Upgrade and rewind of generator stator; Upgrade and partial rewind of generator rotor; High voltage bushing replacement. Tarong Power Station Unit 4 Generator Rotor Midlife Refurbishment. Project scope Included: Midlife refurbishment of 350MW generator rotor; Leak investigation and repair of stator cooling water system; Warranty inspection of generator stator. Callide B Power Station Unit B2 Generator Major Overhaul, 350MW Hydrogen Cooled Generator. Project scope included: Generator stator rewind; Generator rotor rewind; High voltage bushing replacement. Managed of a team of Hitachi workers and subcontractors during project execution; Responsible for end to end management of each project scope; Liaison with Hitachi Japan throughout preparation and execution of project; Managed subcontractor and supplier relationships with a view to long-term partnerships; Accountable for on-site safety of all Hitachi representatives throughout the project; Accountable for maintaining accurate QA documentation for the project; Preparation of tenders; Preparation of project schedules; Preparation of project plans and procedures; Preparation of schedules and procedures for scope of work; Procurement of critical project parts, tools and materials.

Responsibilities included: Responsible for sourcing and hiring contractors and temporary staff as required; Set-up and executing planned maintenance systems; Managing planned and unplanned maintenance on the vessels machinery; Supervisor of a maintenance team of five fitters, plumbers, machinists and an electrician to carry out planned maintenance and unplanned maintenance of the vessels hotel and engine departments; Utilised and maintained the Oracle planned maintenance system; Responsible for sourcing and ordering spares; Maintained generator sets and ships main propulsion; Operated and maintained industrial thermal oil and low pressure steam boilers.