Tom Issitt

• Identifying potential contractual risks & mitigating issues. Raising NCE’s & EWNs.
• Resolving contract disputes to maintain working relationships.
• Administering the main contract and subcontract agreements.
• Addressing cost & value variances and change control processes. i.e. Bottom up forecasting and monthly reviews.
• Building quantum & programme claims for large value change events.
• CL.32 review & assessment of prolongation.
• X1 (Inflation) adjustment and calculation.
• Monthly CL.32 programme reviews with planning team to identify opportunities and risks in the period. i.e. developing a strategy so certain activities were restrained or held back if a compensation event was due elsewhere. Giving maximum benefit to the Contractor, reducing concurrency on a future claim.

• Managed project CVRs and reported to main board. Maintaining commercial strategy.
• End Life Values on Subcontract Packages
• Provided advice on contractual claims ensuring fair settlement of final accounts and interim account issues.
• Oversaw procurement & sub-contract administration, ensuring adherence to commercial policy.
• Negotiated subcontractor prices to ensure best value for the project.
• Managed client relationships and requirements throughout.
• Payment applicants & Subcontract payment sign offs.
• Programme review to mitigate impacts of loss of time on certain activities. I.e. Grey crested newts were a contractor risk. Bringing other traders forward on procurement schedule to mitigate impact of delays on site.

• Coventry Student Accommodation – 1192 beds.
• Oxford Student Accommodation – 515 Beds.
• Both projects JCT Design and Build
• Responsible for procurement, subcontract management, cash management, reporting and valuations on both projects.
• Liaising with the client, producing cashflow forecasts and fee schedules.
• Payment to supply chain and consultants.

Bedfordshire Schools - Scape Framework - NEC3

• Commercially responsible for multiple live sites.
• Complete management of subcontractors lifecycle from procurement to final accounting
• Complete management of contract administration and disputes between client and Kier
• Full financial reporting across projects, all individual reports, each presented to the board
• Ensuring positive cash position & overvalue.
• Submission of monthly applications to the client – maximising value where possible
• Agreeing subcontractors applications and issuing payless / payment notices
• Site walk rounds with site managers to ensure that programme dates are achieved
• Design team meetings to discuss design development on each project
• Monthly key performance indicators

David Attenborough Building - Cambridge University

• Procurement of all internal packages and external works
• Subcontractor analysis and contract administration
• Final accounting, both subcontract and client
• Maximising value on variations through management of subcontractors
• Minimising risk & cost where possible to main contractor
• Negotiations of LADS with the client, proving acceleration & defining contract particulars
• Negotiation of damage claims from client, ensuring records were sufficient and detailed
• Financial performance & insolvency of subcontractors, mitigation & recovery
• Financial reporting to the board and senior management on a monthly basis
• Delicate refurbishment of museum areas. Specific materials and trades needed.

Finsbury Circus

• All procurement of internal trades – Value circa £20m
• Subcontract tender analysis and recommendation
• Creation of all subcontract agreements
• Subcontractor management – monthly meetings
• Subcontract Final accounting
• Financial reporting to both the client and senior management
• Payments to Subcontractor's and Suppliers

Project Slam

• Payment Notices
• Contract Administration
• Agreeing Contract Variations with the client
• Agreeing Final accounts both subcontract and client
• Input and presenting monthly reporting to management
• Procurement of all subcontract packages