Experienced in a wide range of markets and projects

Oxford opportunties

Joseph is currently studying for an MSc in Major Programme Management at the University of Oxford. The course is designed to develop exceptional programme managers to meet the world’s greatest challenges; developing the skills and ability to be responsible for programmes amongst the most expensive, complex and transformational in the world. He is thoroughly enjoying this intellectually challenging opportunity amongst a select multi-national group whose extensive experience and capabilities adds to the learning and enjoyment. With access to top-level teaching and research from world-leading experts from the business school and the wider university the course aims to help experienced project/programme managers develop the understanding, ability and confidence to address the challenges and manage programmes the scale of which can transform a company, a city, or even a country.

Managerial mission

Alongside Joseph’s project delivery experience, he has also managed business units and undertaken managerial roles. He was a Director for eight years & PM Board Member for four years leading several business units including Technology, Telecoms, Commercial, Retail and a multi-disciplinary Occupier Team within the London office as Strategic Leader. He led the development of the UK Property business strategy and the development of an integrated property consultancy delivery model. He was also responsible for service excellence and knowledge management across the UK Project Management teams.

Rescuing Ropemaker

Joseph was called in by Macquarie to take over their project moving from City Point to Ropemaker; the project was in delay and there was only 16 months to acquire a new lease, fit out the space and move out of the existing accommodation. Joseph as Project Director managed a team of project and cost managers, design consultants and the Contractor. Given the speed and extent of the structural works required to create the new atrium, we implemented a unique organisation structure and contracting mechanism (an alliance contract) to align the project team to deliver the project and protect Macquarie from significant financial risk. Joseph was collocated for the duration of the project working closely with the internal client team, he was responsible for managing the complex interface between the business and the project team. The speed of the project meant that the business’s objectives and the project constraints of cost and programme created a very complex relationship.

Gold standards

Joseph has worked with KPMG since 2006 undertaking a range of projects including Project Gold, a 4-year project moving KPMG’s headquarters to Canary Wharf. He was instrumental in re-setting the delivery strategy and he took a leading role in the negotiations to buy the 400,000 sqft building from Canary Wharf. During the acquisition period Joseph was manging the entire project team; a collocated design team the legal team, the agents team and the internal KPMG operational team. He instigated a clear cultural philosophy for the team and the project The building became the template for KPMG offices around the world because of the benefits it has delivered to the business, the project delivery model instigated by us has also been adopted and further developed by KPMG.

Nexus & Xenia

Joseph returned to work with KPMG as part of the London Management Team with the senior KPMG property team members reporting directly to the Director of Facilities and the CFO. Nexus and Xenia were the constituent parts of the London Property Strategy. Nexus was the creation of circa 200,000sqft in Canary Wharf in the adjacent building to Project Gold knocking through between the two buildings to create 8 connected floors across the two buildings. Xenia was the creation of a unique client engagement facility in Mayfair over 40,000sqft. Joseph provided Project Assurance services for both projects and also led the acquisition phase of the Mayfair project.

Technology

Joseph set up a brand new technology project management business unit targeting the growing need for technology know how within construction projects. Projects included the new Home Office building and several commercial HQ buildings. Joseph himself was the Project Manager for a BBC technical development pilot project to develop equipment and systems, using the AES47 standard, as a complete infrastructure for the broadcasting audio chain and associated services across data networks. He was also Programme Director for the P&I Programme delivering the new accommodation and power upgrades to house the new IP equipment as part of BT’s 21st Century Network (21CN) programme.

Mayoral might

Joseph’s was Project Manager for the new Greater London Authority Headquarters now known as City Hall. The project which was one of the first high profile government office projects to be delivered on time and under budget. A key factor in the success of the project was the maintaining of effective working relationships between the developer and the Government Office for London team. There was also extensive liaison with the incoming Mayor, Assembly and the GLA staff. The project was technically complex, set new standards in sustainability and included extensive broadcast facilities.

APM

Joseph has had a long association with the Association for Project Management, joining in 2000 he was awarded Certificated Project Manager status in 2004 and was later one of the first to gain the Registered Project Professional qualification. He served on the London Branch from 2002 to 2006 and was Chairman for 3 years during which saw a significant increase in branch activity and the launching of several initiatives. In 2004 Joseph was awarded the Sir Monty Finneston Award for his contribution to the art and science of project management; confusingly the award has now become a life time achievement award; maybe one day? He was also runner-up in the Project Manager of the Year award 2003 and has had two projects in the final of the Project of the Year Award. Joseph has chaired the RICS /APM Project Leadership conference since 2013.

Civil unrest

Joseph returned from the West Indies to concentrate on gaining his professional qualifications as a Civil Engineer.  He worked for Binnie Black & Veatch as a graduate engineer working on projects in Kuwait, Saudi Arabia and the UK.  Joseph was a competent Civil Engineer but was soon drawn towards the Project Management side of the design process and he developed project controls processes for the management of the design process. He finished his days at BB&V working in the Project Controls team using Primavera P3 to provide Earned Value Analysis for design and construction projects.

St Lucian adventure

Joseph’s introduction to real work was in his gap year travelling to the Caribbean and working on the constriction of the Windjammer Landing Villa Beach Resort in St Lucia. He managed a gang of labourers and worked with consultant geotechnical engineers monitoring site conditions following a landslide which removed four villas. From this exposure, and having extended his gap year to two years, he enrolled in Civil Engineering degree at Loughborough University and throughout his university course he continued to “commute” to St Lucia in the summer break and a sandwich year working on the island’s water supply project which included new pipelines, water treatment plant and the John Compton Dam. Following graduation, he returned to St Lucia to see the dam completed and to undertake a study of the water supply requirements culminating in getting Caribbean Development Bank funding approved for further improvements to the network.

Photo: © Dr. Horst Vogel

Oxford opportunties

Joseph is currently studying for an MSc in Major Programme Management at the University of Oxford. The course is designed to develop exceptional programme managers to meet the world’s greatest challenges; developing the skills and ability to be responsible for programmes amongst the most expensive, complex and transformational in the world. He is thoroughly enjoying this intellectually challenging opportunity amongst a select multi-national group whose extensive experience and capabilities adds to the learning and enjoyment. With access to top-level teaching and research from world-leading experts from the business school and the wider university the course aims to help experienced project/programme managers develop the understanding, ability and confidence to address the challenges and manage programmes the scale of which can transform a company, a city, or even a country.

Managerial mission

Alongside Joseph’s project delivery experience, he has also managed business units and undertaken managerial roles. He was a Director for eight years & PM Board Member for four years leading several business units including Technology, Telecoms, Commercial, Retail and a multi-disciplinary Occupier Team within the London office as Strategic Leader. He led the development of the UK Property business strategy and the development of an integrated property consultancy delivery model. He was also responsible for service excellence and knowledge management across the UK Project Management teams.

Rescuing Ropemaker

Joseph was called in by Macquarie to take over their project moving from City Point to Ropemaker; the project was in delay and there was only 16 months to acquire a new lease, fit out the space and move out of the existing accommodation. Joseph as Project Director managed a team of project and cost managers, design consultants and the Contractor. Given the speed and extent of the structural works required to create the new atrium, we implemented a unique organisation structure and contracting mechanism (an alliance contract) to align the project team to deliver the project and protect Macquarie from significant financial risk. Joseph was collocated for the duration of the project working closely with the internal client team, he was responsible for managing the complex interface between the business and the project team. The speed of the project meant that the business’s objectives and the project constraints of cost and programme created a very complex relationship.

Gold standards

Joseph has worked with KPMG since 2006 undertaking a range of projects including Project Gold, a 4-year project moving KPMG’s headquarters to Canary Wharf. He was instrumental in re-setting the delivery strategy and he took a leading role in the negotiations to buy the 400,000 sqft building from Canary Wharf. During the acquisition period Joseph was manging the entire project team; a collocated design team the legal team, the agents team and the internal KPMG operational team. He instigated a clear cultural philosophy for the team and the project The building became the template for KPMG offices around the world because of the benefits it has delivered to the business, the project delivery model instigated by us has also been adopted and further developed by KPMG.

Nexus & Xenia

Joseph returned to work with KPMG as part of the London Management Team with the senior KPMG property team members reporting directly to the Director of Facilities and the CFO. Nexus and Xenia were the constituent parts of the London Property Strategy. Nexus was the creation of circa 200,000sqft in Canary Wharf in the adjacent building to Project Gold knocking through between the two buildings to create 8 connected floors across the two buildings. Xenia was the creation of a unique client engagement facility in Mayfair over 40,000sqft. Joseph provided Project Assurance services for both projects and also led the acquisition phase of the Mayfair project.

Technology

Joseph set up a brand new technology project management business unit targeting the growing need for technology know how within construction projects. Projects included the new Home Office building and several commercial HQ buildings. Joseph himself was the Project Manager for a BBC technical development pilot project to develop equipment and systems, using the AES47 standard, as a complete infrastructure for the broadcasting audio chain and associated services across data networks. He was also Programme Director for the P&I Programme delivering the new accommodation and power upgrades to house the new IP equipment as part of BT’s 21st Century Network (21CN) programme.

Mayoral might

Joseph’s was Project Manager for the new Greater London Authority Headquarters now known as City Hall. The project which was one of the first high profile government office projects to be delivered on time and under budget. A key factor in the success of the project was the maintaining of effective working relationships between the developer and the Government Office for London team. There was also extensive liaison with the incoming Mayor, Assembly and the GLA staff. The project was technically complex, set new standards in sustainability and included extensive broadcast facilities.

APM

Joseph has had a long association with the Association for Project Management, joining in 2000 he was awarded Certificated Project Manager status in 2004 and was later one of the first to gain the Registered Project Professional qualification. He served on the London Branch from 2002 to 2006 and was Chairman for 3 years during which saw a significant increase in branch activity and the launching of several initiatives. In 2004 Joseph was awarded the Sir Monty Finneston Award for his contribution to the art and science of project management; confusingly the award has now become a life time achievement award; maybe one day? He was also runner-up in the Project Manager of the Year award 2003 and has had two projects in the final of the Project of the Year Award. Joseph has chaired the RICS /APM Project Leadership conference since 2013.

Civil unrest

Joseph returned from the West Indies to concentrate on gaining his professional qualifications as a Civil Engineer.  He worked for Binnie Black & Veatch as a graduate engineer working on projects in Kuwait, Saudi Arabia and the UK.  Joseph was a competent Civil Engineer but was soon drawn towards the Project Management side of the design process and he developed project controls processes for the management of the design process. He finished his days at BB&V working in the Project Controls team using Primavera P3 to provide Earned Value Analysis for design and construction projects.

St Lucian adventure

Joseph’s introduction to real work was in his gap year travelling to the Caribbean and working on the constriction of the Windjammer Landing Villa Beach Resort in St Lucia. He managed a gang of labourers and worked with consultant geotechnical engineers monitoring site conditions following a landslide which removed four villas. From this exposure, and having extended his gap year to two years, he enrolled in Civil Engineering degree at Loughborough University and throughout his university course he continued to “commute” to St Lucia in the summer break and a sandwich year working on the island’s water supply project which included new pipelines, water treatment plant and the John Compton Dam. Following graduation, he returned to St Lucia to see the dam completed and to undertake a study of the water supply requirements culminating in getting Caribbean Development Bank funding approved for further improvements to the network.

Photo: © Dr. Horst Vogel

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