Project Management
Gary works on short business consulting, ad hoc advisory projects on a variable day rate depending on number of days contracted per month. Gary can also be integrated more fully into your organisation and be given operational responsibility. He will also consider fixed price work for projects with measureable outcomes and definitive timescales.
Gary can add value to your organisation with his experience of Managing Projects.
Essence? Project Management (PM) is planning, organizing, securing, managing, leading, and controlling resources to achieve specific goals. Projects come in all shapes and sizes, are not indefinite and the sum value to an organisation should be greater than their individual parts.
Education? The best that the state's money can buy at Sandhurst. Learning how to plan and achieve objectives in a military environment was the most challenging PM education I ever had, especially as I studied a 'social science' at university. Subsequently, I could see the influence of the military's PM thinking in every PM course that I went on in private industry.
Experience? Post Sandhurst, in every job I had this skill was essential. As Marketing Director at TMI, I also had to sell PM courses (both the 'soft' and 'hard' variety) so got to understand how even 'little project' failures can cause death and destruction as evidenced by the event below.
Event? Just after my MBA, I was contracted by British Rail Operations in Paddington for a few months to assist with project management training surrounding the implementation of the recommendations arising from the Hidden Enquiry into the Claphan Junction rail crash. Of course, as a marketing consultant, I also thought it was my job to devise, edit and produce a glossy newsletter called Hidden Agenda (Ged it?) to increase the efficacy of our communications across the Railway Network!
Gary can add value to your organisation with his experience of Managing Projects.
Essence? Project Management (PM) is planning, organizing, securing, managing, leading, and controlling resources to achieve specific goals. Projects come in all shapes and sizes, are not indefinite and the sum value to an organisation should be greater than their individual parts.
Education? The best that the state's money can buy at Sandhurst. Learning how to plan and achieve objectives in a military environment was the most challenging PM education I ever had, especially as I studied a 'social science' at university. Subsequently, I could see the influence of the military's PM thinking in every PM course that I went on in private industry.
Experience? Post Sandhurst, in every job I had this skill was essential. As Marketing Director at TMI, I also had to sell PM courses (both the 'soft' and 'hard' variety) so got to understand how even 'little project' failures can cause death and destruction as evidenced by the event below.
Event? Just after my MBA, I was contracted by British Rail Operations in Paddington for a few months to assist with project management training surrounding the implementation of the recommendations arising from the Hidden Enquiry into the Claphan Junction rail crash. Of course, as a marketing consultant, I also thought it was my job to devise, edit and produce a glossy newsletter called Hidden Agenda (Ged it?) to increase the efficacy of our communications across the Railway Network!
