Ben Campling

Owns and manages all contractor/consultancy contracts within department which spans over 45+ contracts and total value of £25million. Smart DCC is a complex organization which is governed by Ofgem & DESNZ which is audited yearly to govern spending and how we award contracts.

• Leading on compliance within a highly regulated environment such as Smart DCC. This means ensuring all contracts are spending within budget, adhere to strict Ofgem/DESNZ procurement guidelines and suppliers are providing best value for money during the contract lifespan. Also completed by maintaining risk register for each contract inputting risks which highlight company, image and service levels.
• Collaborating with stakeholders to ensure compliance is a key priority – led with creating procurement to contract manager handover documents. This enabled clear guidelines, points of escalations, clear audit documents and cross team communication.
• Monitoring contract performance through regular governance meetings with suppliers to ensure contract perform as expected. Keeping governance meeting minutes documents up to date and stored in easily accessible folders for key instructed personnel. Driven £100k in savings through KPIs.
• Drafting and reviewing contract change documents (change controls, extensions, statement of works and termination notices) adhering to the strict company requirements to keep to regulations. This can include requiring Exco, board or corporate approval.
• Providing advice or support to non-contract teams (not limited to procurement, project teams or directors) clear and concise advice on contractual terms.
• Financial forecasting of contract performance – total contract spend vs budget, remaining budget vs upcoming costs and presenting data weekly to senior teams.
• Key stakeholder in purchase order process – this includes reviewing contract documents through the eye of the auditor to ensure we have backing for contract award/spend. This includes going through extension, award recommendation report, RFP/SSP documents and financial forecasts.
• Required regulatory standards met by diligently enforcing all contract terms and conditions.

Owns and managed 3 large contracts (2 in life and 1 exit) contracts exceeded £35million in the central government department which required getting BPSS/Security clearance.

• Able to build strong stakeholder relationships with all senior levels as well as present data to all departments. This has been achieved through leading weekly customer meetings and internal stakeholder meetings. Presenting levels include up to director and VP level.
• Meticulously manages and stores all contract documents within a local application whilst ensuring documents are kept up to date and easily accessible. (including: SOWs, meeting minutes, CCNs and action register).
• Monitors and manages the contract P&L ensuring revenue/cost accruals and deferrals have been accounted in the same period, developing reports – also with strong financial/revenue forecasting skills.
• Recognised for change transformation within central government team identified big cost savings opportunities within the contract. Took large data sets using excel to produce presentable reports which transformed the contract from loss making to profit making. (highest CT achievement using productivity data reports which reduced the workforce which resulted in circa £75k pm savings for the contract).
• Acting project manager to deliver platform migration from legacy to in life to 150 emergency services which include Costing, testing, contract development, project milestone creation and then project rollout. (also collaborating with service managers & order managers to create new processes which were previously not suitable for the contract).
• Manage the billing aspect of the contract – with strong negotiating skills over £500k has been collected from long term debt (prior to joining contract) has been collected.
• Constantly managing disputes within the contract whether it be; T&Cs, debt, customers restricted due to government policies and difficult stakeholders. (biggest dispute achievement: managed to change a customer’s opinion which led to circa £600k opportunities after the customer had exited the company).

Support company’s corporate customers in migrating from ISDN to a cloud-based solution (SIP) by playing a key role as a member of the corporate team. Manage time, hold stakeholder meetings, develop key milestone maps, interact with stakeholders on daily and weekly basis, build cloud-based solution, and coordinate engineering resources.

• Delivered high revenue and complex projects from start to finish ensuring; milestone met, billing cycle started and to customer requirements. Keeping good business relations which lead to lead2sales more than £550k (non-sales role).
• Specifically chosen to deal with complex customer complaints and dealt with providing solutions to issues. Due to being able to communicate resolution management clearly and concisely.
• Collaborated closely with peers to help solve complex problems and provide solutions to key stakeholders.
• Selected to propose product before distributing to other teams; provided strong feedback and integrating changes into processes by testing and deploying systems which included creating training documents.
• Collaborated with customers and key stakeholders to clearly define milestones and requirements. Also included project planning and tracking the objectives.
• Progressed from dealing with BTs SME clients to BTs large corporate clients.