Management Manager

PHIL COLLIER BSc, P.E.

T: 205-***-**** E: ************@*****.***

CORE COMPETENCIES

Business Unit Management ~ Program Management ~ Change Management ~

Business Process Improvement ~ Stakeholder Management ~ Strategic Planning

~ Business Planning ~ Project Management ~ Risk Management ~ Value

Management ~ Coaching ~ Team Building ~ Workshop Facilitation ~ Marketing ~

Bid Management

PROFESSIONAL EXPERIENCE

Business Leverage LLC

MANAGEMENT CONSULTANT

2009 - Present

. Developed a Core Process Review, organizational design, Year 1

Project schedule, cost model and Standard Operating Procedure for a

charity specializing in teaching cutting edge scientific break-

throughs (STEM) to young adults in Idaho State.

. Provided coaching support to SMEs in Boise area through The

Alternative Board franchise.

. Provided business planning, risk management, stakeholder management

and coaching support for a political consultancy start-up business in

Boise, Idaho.

. Managed commercial close-out ($825k), renovated and repaired a

Scottish Estate, West Hurlet House (10 acres).

. Created and deployed an innovative Career Leverage Program to help

out-of-work senior executives re-align their lifestyles, manage time

and move back into profitable employment.

.

MWH - Farrer Engineering Consultancy, Edinburgh, Scotland

2008 - 2009

A boutique engineering consultancy firm that focuses on physical asset

management for capital intensive utilities

STRATEGY IMPLEMENTATION MANAGER

. Recruited a new senior management team, trained and orientated these

senior leaders and introduced standardized business development

practices, project management disciplines, and performance

management methodologies.

. Trouble-shoot the design team Joint Venture claims situation.

Stemmed the loss of $1.5m by correctly presenting claims in

accordance with commercial practices to challenge clients'

perspectives and installed a new change-alert system to stop unpaid

/ unsanctioned work progressing.

. Designed a three-year strategic business plan to grow into a $30M

business. Part of this plan targeted Highways Asset Management and

enabled entry into national trials for innovative data gathering and

quantification of need to inform capital program build-up.

MWH (UK) Ltd, Edinburgh, Scotland

2001- 2008

A leading engineering consultancy focussed on providing project and

program management services to the UK water industry.

UK CHANGE MANAGER (2006-2008)

Winning several multi-billion dollar client programs necessitated

significant internal structural change of the UK operation that left a lot

of staff feeling de-motivated and considering leaving MWH. My role was to

rectify this situation, streamline collaborative work systems and identify

what ongoing management activity was needed.

. Instituted an employee engagement survey with staff follow-up

meetings for 1100 UK staff.

. Liaised with sponsors and delivery teams to review risk mitigation

and capital investment strategies for a $3.15B CAPEX Delivery

Program.

. Facilitated business improvement workshops to align business

objectives with project deliverables.

. Partnered with global teams to design and deliver a worldwide IT

infrastructure based on performance management.

. Redefined and shaped the project management group by recruiting and

training Project Management personnel in business disciplines,

building the team and customer service based on PMI Book of

Knowledge.

. Created an EMEAI Service Centre that established improved technical

service, performance metrics, IT systems.

. Co-authored a Program Management bid that yielded the delivery of a

$2.25B CAPEX program.

. Directed the startup of a new environmental business unit by

mentoring leaders in project management, marketing, customer

service, and building teams.

PRODUCT DELIVERY UNIT BUSINESS MANAGER (2004-2006)

The UK Board of Directors wanted to leverage interdependent working and

knowledge transfer across its various operational teams. I was asked to

make this happen with the wastewater treatment community.

. Led key technical experts in creation and deployment of UK-wide

business plan to improve knowledge and best practice transfer across

all local UK offices.

. Worked with operational managers to streamline UK resource profiles,

manage work package delivery timescales and troubleshoot failing

projects.

. Led the creation and delivery of a new Wastewater Treatment Process

course.

. Initiated global remote working to support timely project delivery

to local Client offices.

STRATEGY IMPLEMENTATION MANAGER (2001-2004)

. Led the Scotland management team through an EFQM business planning

model, and created their 3-Year prioritized Business Plan.

. In charge of resource allocation, key process improvements, and

resolution of complex project issues. Examined and translated

customer feedback into actionable and measurable initiatives.

. Selected to participate in a 12-month procurement initiative aimed at

acquiring a $2.7B CAPEX program from Scottish Water.

East of Scotland Water (now Scottish Water), Dunfermline, Scotland

1996 - 2001

One of three public-sector Water Authorities established by the Scottish

government to provide water supply and sewerage services to the East of

Scotland area.

CAPITAL INVESTMENT ACCOUNT MANAGER

. Partnered with NGOs, government officials, and multiple business

units to track and measure project outputs and outcomes.

. Directed a team of up to 12 direct reports who managed projects from

inception to handover.

. Procured and delivered a $525m three-year CAPEX program to time, cost

and quality standards to achieve legislative deadlines.

. Selected and trained a team of project sponsors to administer the

full project lifecycle, ensure effective communication and reporting

protocols across all stakeholders in a political, time-sensitive

environment.

. Promoted the organization's image and reputation by engaging a well-

known public relations firm; developed an internal project

communications plan that ensured progress delivery transparency.

. Introduced and facilitated Value Management and Risk Management

methodologies to gain greater buy in from cross-functional leaders on

large, complex projects.

. Created the first wastewater treatment asset management register

comprising 304 physical assets to help inform CAPEX requirements for

quality improvements, growth issues and operational efficiencies.

EDUCATION

PG Dip., Wastewater & Environmental Management, University of Abertay,

Dundee, Scotland

BSc, Civil Engineering, Hatfield Polytechnic, Hertfordshire UK

PROFESSIONAL DEVELOPMENT

Project Management . Stakeholder & Customer Management . Building

Collaborative Environments . Business Planning: EFQM Methodology . Client

Account Analysis . Client Advocacy . Coaching & Mentoring for Senior

Management . Coaching in Teambuilding . Coaching Senior Leaders .

Commercial & Business Risk . Financial Management . I. Chem E Forms of

Contract . Motivation & Empowerment . Negotiation & Influencing Skills .

Performance Management . Strategic Planning Process . Value & Risk

Management . Winning Presentations

PROFESSIONAL CERTIFICATION

Chartered Civil Engineer (UK), Engineering Council (No.355143)

Institute of Civil Engineers (UK), Member (No.45780508)

Chartered Institute of Wastewater & Environmental Management - Member (No.

2139) - retired Feb' 2012

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