Neil McNicholas

Turned around the Rail Division of Unipart through development of new customer focussed strategy, implementation of a completely new Operating Model including strong governance, recruitment of new Divisional Director level team whilst driving operational performance improvement. Responsible for circa £300m P&L, 1000 staff thought 10 operating units / entities and 2 JVs positioned across the UK, North America, Australia and the Middle East.

P&L responsibility for Freightliner operations throughout the UK, circa £250m and 3000 staff. Increased revenues by 25% and profit by 35% through strategic commercial wins, including the largest single aggregate contract in the UK held by a competitor for the previous 23 years. Restructured the UK operations from 2 separate divisions to one including 3 control centres amalgamated down to a national control organisation. Implemented a new planning and resourcing system leading to new levels of efficiency and performance. Managed to UK element of the owning groups sale from ownership by a US rail road company to ownership by a large international pension fund.

Managed a portfolio of strategic customers from acquisition to revenue generation within the UK. Introduced the new market area of Domestic Intermodal serviced to Freightliner together with relationships with the road haulage industry. Managed the full P&L for the Middle East regional operation of Freightliner. Through an embedded team transformed the Saudi Arabian Railway freight operation from a broken organisation only capable of transporting circa 500k te p.a.to 9.2m te p.a. over a 3 year period. Managed a knowledge transition programme enabling the SAR team to take over the operation.

Ultimately responsible for the safe and secure transport of nuclear material by rail from the UK generating stations, international origin spent fuel and military material to the UK repossessing centre at Sellafield.

Initially joined as the Operations and Engineering Director. Personally wrote the first none British Rail Operating Safety Case, acquired assets and staff to commence operations in 1996. Became Managing Director in 1997 and managed to company over 20 years to £150m and 600 staff. Transition the business from British Nuclear Fuels ownership to Nuclear Decommission Authority ownership and developed a strong none nuclear element of the business accounting for more than 50% of the total revenues. Acquired a strong and loyal customer base in construction, intermodal, rail services and passenger sectors.

Variety of roles on the nuclear site ranging from Section Engineer of a major constriction new build project through active facilities management and maintenance to project management decommissioning of historic redundant nuclear facilities.