Lee Philbin

– Consulting professional services provided to clients to promote positive business growth and project success to rail industry specialists and delivery partners. – Ensuring strategic engineering governance is a prime focus to gain positive competitive advantage within projects, achieving relationships with new clients throughout the United Kingdom and Europe. – Undertaking leadership responsibilities of operational business management, contractual analysis of CR-Ts and Technical Specifications. – Focusing on the core values of the business by supporting delivery partners to achieve legal obligations thus delivering assured and fully integrated rail systems. – Assurance Director – Automated People Mover £523m: Supporting HS2 for the APM project, managing CSM, CDM, Cableway Installation Regs 2018 and EU reg 2016/424/EU. Gaining Entry into service by creating and managing key assurance documents and processes. – CEM & CSM Governance – Engineering Management & System and Safety Assurance for Birmingham New Street Station refurbishment (£27m): Guiding Sisk to achieve overall compliance, managing temporary works, client interfacing, HazID workshops, risk reduction, and engineering governance. – CEM & Systems Integration Manager – Oldfield Road Remodelling (£7m): Delivering multi-disciplinary deliverables, managing V&V, CSM, and 02009 compliance. Integrating Track, Signalling, Telecoms, E&P, TOC / FOC Operations and Civils. – CEM – Engineering Manager for the LNW Asset Management Framework (£450m): Supporting Amco Giffen with engineering assurance for all design and construction activities along the LNW route section. – CEM – Engineering Manager for the Core Valley Line CVL Wales & Borders Project (£750m): Helping Amey Consulting by leading Engineering teams to achieve optimised designs, managing feasibility, approval in principle, and detailed integrated designs. – Engineering Manager for the Trans Pennine Route Upgrade TRU West (£1 bn): Managing the integration of multi-disciplinary designs, inter-disciplinary review, and management processes. – Engineering Manager for the Midland Mainline Electrification Phase 3 (£1.5 bn): In partnership with Amey to lead Engineering deliverables and interfaces for the GRIP 3 optioneering process, ensuring immunisation against existing and upgraded lineside assets. Managing signal sighting, OLE design, track, civils, telecoms and E&P with integration of the new Hitachi bi-mode. – High Speed 2 Engineering Assurance and Governance (£160 bn): Supporting HS2 by being accountable for assuring deliverables on the EWC Contract, South and North Sections with entire engineering leadership and governance. Managing Civil Engineering contracts, Utilities, enabling and excavation works. Portfolio management with systems integration, financial control, and programme governance. – Key Sector Manager & Professional Head of Rail (£1.2bn): Supporting Segula as their Head of Rail and Key Sector Manager by providing Commercial, Financial and Engineering governance within UK. Integration & management of back-office skillsets. Creation & implementation of standards and common practices. Diversification strategies. – Bid Governance & Product Development Management for Bombardier (Alstom) Rolling Stock Aventra (£4bn): Application of lean management & process changes, leading bid phases & off cycle development, ensuring product is fully integrated, safe, efficient & lucrative. Direct utilisation of 150+ staff.

– Engineering Support & Governance for the route wide On Network Works areas. Managing the complex engineering issues where HS2 fringes or directly affects the NR infrastructure. – Crossrail North East Anglia (£50m): The highest engineering authority of the Atkins Engineering team, overseeing all engineering for the designated contract. – East Kent Phase 2 (£145m): Engineering management of multi-discipline interfaces which proved imperative for harmonious project delivery. – Level Crossing (£11m): Undertaking CEM duties as required by NR/L2/INI/02009 - Engineering Management for Projects; managing Atkins' interests by acting as SEM when managing internal design teams. – Electrologixs CBI Introduction: Managing the product approval for the introduction of GE's Logic Controller (ELIXS) into UK use.

– Governance of all Engineering concerns to manage the overall development and competency of Engineers and produce recognised documents clarifying results. Strategic analysis of railway operations and comprehending whole life cycles in order to promote innovative solutions to assist in stabilising contractual security between Balfour Beatty and London Underground, stabilising communication interfaces between London Underground and Metronet Alliance. – Secondment in 2010 to France, Germany, Austria and Switzerland enabled a system analysis of ERTMS, infrastructure construction, track renewal techniques, interoperability, Plasser machinery construction and system interfaces.

– In partnership with Carillion in the West Midlands to establish railway efficiency analysis having direct communication with Senior Management Team to create an improved strategic approach to complex/diverse Engineering Issues

– Track Survey, Design, Construction and Maintenance. Management of 50+ Technical staff with direct reporting to Contract Management and NR IMT structure.