ben coulson

Programme Lead

• Delivered the plan for the next Phase of the ITTS programme, working with stakeholders to establish a scope which optimises funder requirements, value for money, network availability and capacity for future development and whole life cost
• Responsible to undertake programme realignment activity to account for major Network Rail reorganisation and changes in programme funding and benefit delivery.
• Required to specify how the project portfolio is going to be delivered, expected milestones and associated timescales, resource requirements, risks & issues and funding needs/sources.

Heathrow Airport is actively looking to introduce innovative solutions that will introduce benefits for the travelling public and efficiencies for the operation. Biometrics, automated bag drop, contactless journeys and streamlined security are all part of these future initiatives. 

Passenger Automation Lead

• Led the business change function designed to increase the capacity of existing Terminal infrastructure, meeting forecast growth targets, while minimising build (Capex) requirements.
• Successfully aligned the agendas and requirements of over 40 airlines; securing the green light to  implement a series of changes that would automate the passenger journey, providing contactless journeys and move towards the desired future operating state as part of the 2025 concept of operations. 
• Identified and prioritised a broad spectrum of operational efficiencies to deliver capacity enhancements and offset delay capital expenditure in build initiatives –contributing to a total capex saving of circa £300m.

Appointed by recommendation by the Gatwick COO to manage the cutover for the new Asset Data Platform Programme. An initiative to migrate legacy asset management and document management systems to a new and integrated platform. 

Cutover Manager

• Delivered and executed the cutover plan for the ‘Critical period’ ensuring a seamless transition between legacy and new systems, while maintaining business continuity at the UK’s second busiest airport.
• Brought consistency and confidence to the programme, deploying tools and methodologies (cut-over playbook) that I had previously developed during previous engagements at Gatwick Airport.   

HOME OFFICE – Emergency Services Mobile Communications Programme (Arup)

£9.5b this is currently one of the largest and longest running government IT programmes in the UK. It is critical to providing next generation, mission critical communications to each of the emergency services and the other circa 300 organisations and 300,000 frontline users currently that use the current legacy airwave infrastructure.  

Implementation Manager – Solution Validation Lead 

• Delivered the strategy, management plan and delivery Framework necessary to execute a series of user led tests that will replicate real-life, complex operational scenarios to conclusively prove that ESN infrastructure, hardware, software, specialist solutions and devices are fit-for-purpose and ready for operational use. 
• This final stage of testing was critical to ensure user requirements had been satisfied, the solution could achieve the required levels of public safety and the future ways of working and benefits would be realised. It would also provide formal evidence to senior governance to commence pilot (parallel / live) testing.
• Delivered the Pilot Test framework that will be rolled out to over 300 separate User Organisations across the UK to demonstrate the integration of the tested ESN Service with their local services, systems, and operational and business processes and validate the effectiveness of the people change / readiness initiatives.

The Gatwick Airline Moves programme involved the relocation of the three largest carriers between terminals to consolidate operations and maximise capacity and was the most significant programme the airport had attempted in over 20 years. 

Transition Programme Manager – Airline Moves

• Delivered and executed the detailed ‘playbook’ used to manage the critical cut-over period of the Gatwick Airport Airline moves programme. 
• The cutover required the complete alignment of people, process, and technology across all stakeholders across the entire campus. I established a dedicated control centre that would mimic the airports crisis command structure and mirror their monitoring systems for all key functions. This shadow operation ensured each airline moves was executed to plan, with no impact to travelling passengers and to significant positive recognition from senior management.
• Personally, developed the tools required to track and report on progress and established a joint central coordinated centre that was stood up for duration of the 72-hour transition period. My approach is now regarded as ‘best practice’ for airline moves at Gatwick Airport.

VANDERLANDE (Baggage Systems Supplier)

Solution Readiness Manager

• Delivered an in-house strategy for ‘solution readiness’ for Vanderlande projects, increasing the chance of a problem free implementation, handover, and transition into a client’s business as usual environment.
• Led the development of collateral for all ‘Solution Readiness’ aspects of prospective projects as part of bidding / tender process.
• Championed the process of knowledge transfer and development of Solution Readiness capability in Vanderlande project managers.

Transition Manager – Airline Moves

• Led the design and execution of operational proving trials and airline rehearsal activities throughout the airline relocations period at the new Terminal 2 facility.
• Successfully delivered 20 separate rehearsal activities, interfacing with 26 separate airlines, Heathrow Operational departments, and 3rd party suppliers.
• Ensured airline systems were functioning correctly, business processes were validated staff fully competent to operate prior to their scheduled go-live. 
• Managed the resources, budget, and deliverables for a core team of eight people.

Terminal 2 was the largest infrastructure project delivered since Terminal 5 and involved the consolidation of over 30 airlines into a single terminal. The proving function is the fundamental last step to build confidence and mitigate transition risk. It validates business change has been successfully planned and implemented and provides confidence to senior management that the systems, facility, processes, and people are ready for opening day.

Programme Manager – Operational Proving Trials

• Successfully delivered the most complex proving trials ever delivered at Heathrow and set the standard for future operational readiness initiatives. The largest trials comprised over 2,000 airport staff and over 10,000 public volunteers.
• Orchestrated the entire design and delivery process, collating requirements from over 50 separate airport organisations, with each trial being delivered to schedule and within budget. 
• Managed the resources and deliverables for a core team of 12 people.
• Delivered an electronic feedback process for capturing trial data resulting in cost savings of over £200k, while providing senior management with critical information in the shortest possible timeframe.

Programme Manager – Operational Readiness

• Led the programme initiation phase, initiated stakeholder engagement with over 25 separate organisations and establishing the governance required to guide the transition to operations of this £500m extension to Terminal to at Dubai Airport. 
• Managed a core team of six people and a virtual OR team comprising management level representatives from over 25 different airport stakeholders.

Programme Manager – Operational Readiness

• Programme Manager for the Operational Readiness Programme for the new Concourse A facility at Dubai International airport; a $3.2 billion, 500,000m², 20 gate facility with capacity for 19m passengers annually.
• Developed and executed the programme plan that led to the successful go-live for the entire facility; providing a seamless transition to the new business as usual, mitigating millions in cost risk and receiving significant recognition from senior level executives across the entire airport community. 
• Led the steering committee in the development of the terminal start-up and launch plan in conjunction with executive level management at Emirates Airline and Dubai Airports.
• Managed the stakeholder engagement and interface between 35 separate organisations across the airport community.

Terminal 2 is a $1.5 billion, 480,000m², 26 gate facility with capacity for 40m passengers.

Operational Readiness Consultant and PMO Lead

• Successfully established the Project Management Office (PMO) and all associated functions.
• Developed the associated tools and techniques necessary for raising, tracking, and reporting project risks and issues to project teams and senior management.
• Successfully delivered a fully integrated OR schedule in P6, aligning operational readiness and construction activities. 

People Change Lead

• Developed and delivered the staff familiarisation training programme to over 2,000 airport staff.
• Designed and executed the operational proving trials for runway, air traffic control tower and cargo & logistics facilities – mitigating go-live risk across each of these critical functions. 

DUBAI AIRPORTS, TERMINAL 3 & CONCOURSE 2, UAE

Terminal 3 is a 1,700,000m², built to a cost US$4.billion and capable of handling over 40m passengers annually.

People Change Lead

• Led the People Change workstream lead as part of the Operational Readiness team that successfully opened the new facility with no incidents, mitigating millions in cost risk and ensuring positive global recognition from airport agencies and press. 
• Led the entire technical training workstream across 35 stakeholder organisations and circa 20,000 employees.
• Developed and led the entire staff familiarisation programme, which was delivered to over 30,000 employees.