Steven Kelly
Senior Project Manager @Arcadis
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WORK HISTORY
Senior Project Manager @Arcadis
Integral member of the project management team, accountable for the planning and end-to-end delivery of social infrastructure development programmes and portfolios comprising up to 70 projects. Leads and directs the activities of up to 8 direct reports and 21 indirect reports including project, development, construction, and commissioning managers. Key Projects and Programmes: Thames Water Major Plant Upgrades & HS2 enabling works: Senior Project Manager for infrastructure design and construction entailing managing teams of 20+ people across disciplines & 3rd Party Stakeholders; assessing Contractors construction proposals; managing tight programmes alongside commercial and sustainability obligations.Network Rail Digital Railway Programme: Industry planning and stakeholder management towards implementing digital train control across the U.K. Strategic planning, visualisation and scope management including phasing and integration of infrastructure, train fitment and people training for the national railway. Jaguar Land Rover Programme Office: integration of the organisation’s I-Pace and E-Pace automobile vehicle programmes, contract manufacturing site and business functions. Implemented governance and information towards contract compliance and keeping works on-track; drove cross functional issue and risk management for delivering gateways and outcomes; managed lessons for organisational best practice culture and change.
EDUCATION
University College of Estate Management
MBA (with Merit), Construction and Real Estate (RICS, CABE, CIOB and CMI accredited)
UCL
BSc (Hons), Construction Management
University College of Estate Management
Postgraduate Diploma, Construction and Real Estate
SKILLS
ABOUT STEVEN KELLY
Having held a number of project management roles within the construction industry over the past 18 years, I have built a sound reputation and considerable expertise supporting the delivery of complex buildings, infrastructure, and utilities programmes with budgets in excess of £4Bn.Creating clear project plans and reporting frameworks to support the delivery of major social infrastructure development programmes are some of my greatest strengths. I have proven ability in leading large project teams through complex projects and portfolios comprising up to 70 projects.I have an ability to understand complex ideas and deliver projects in accordance with stakeholder expectations. My ability to devise and implement robust processes and controls has also enabled me to significantly enhance the project delivery process and improve the delivery of underperforming projects.
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