Project Director - Dungeness

Leadership Style & Project Culture

• Demonstrate a visible, values-led leadership style that promotes safety, accountability and collaboration across the programme.
• Lead from the front, setting clear expectations for safety performance, delivery discipline and professional conduct.
• Build trust and credibility with engineering, operational and commercial teams through strong technical understanding and clear decision-making.
• Promote open communication and early escalation of risks and issues to ensure proactive problem solving.
• Foster a collaborative project culture across NRS and supply chain organisations.

People Leadership & Organisational Capability

• Build and lead a high-performing leadership team capable of delivering complex infrastructure programmes.
• Provide leadership across a workforce of direct staff and a wider delivery workforce potentially up to 300 personnel.
• Develop organisational capability across engineering, commercial, programme controls and demolition/decommissioning functions.
• Ensure strong succession planning and leadership development across the project organisation.

Key Business Objectives

• Deliver the Dungeness Boilers programme safely, on schedule and within agreed financial parameters.
• Maintain strong cost control and financial discipline across the programme.
• Strengthen delivery predictability through robust programme controls and governance.
• Build a high-performing delivery organisation capable of executing complex infrastructure programmes.
• Maintain strong relationships with NRS and other key programme stakeholders and delivery partners.
• Enhance the organisation’s reputation for delivering complex national infrastructure projects in highly regulated nuclear environment, with radiological and asbestos hazards.
• Support the organisation’s broader infrastructure growth strategy across transport, nuclear and energy markets.
• Industry leading safety and sustainability performance.

Key Performance Indicators

Financial Performance

• Delivery of programme financial performance in line with the approved business plan, including revenue, margin and EBITDA contribution.
• Maintenance of strong cost discipline across the programme, ensuring delivery within approved budgets and commercial targets.
• Improvement in project margin performance through disciplined commercial governance, value optimisation and proactive management of change and compensation events.
• Effective working capital management, including improved cash flow performance, timely commercial recovery and reduction in aged receivables.

Commercial & Contract Performance

• Successful management of NEC contractual mechanisms including compensation events, change management and risk recovery.
• Achievement of commercial recovery targets through proactive management of client negotiations and contractual entitlement.
• Strengthening of supply chain commercial performance through disciplined procurement, contract management and cost control.

Programme Delivery

• Achievement of programme milestones and delivery performance against agreed schedule commitments.
• Improvement in delivery predictability through robust programme controls, planning discipline and performance management.
• Operational productivity improvements across the programme through improved resource planning and delivery efficiency.

Governance & Risk Management

• Accuracy of financial and programme forecasting across project delivery.
• Effective identification, management and mitigation of commercial, operational and delivery risks.
• Strong governance performance across programme reporting, client assurance processes and internal oversight.

Client & Strategic Stakeholder confidence

• Maintenance of strong client relationships and confidence with NRS and programme stakeholders.
• Achievement of key client satisfaction and programme assurance benchmarks.
• Positioning of the organisation as a trusted delivery partner for future infrastructure opportunities.
• Actively drive for repeat projects of a similar nature across the NRS fleet.

Safety & Sustainability

• Achievement of exemplary safety, wellbeing and sustainability performance across all programme activities.
• Demonstrable safety leadership and proactive risk identification across the workforce and supply chain.
• Compliance with environmental and sustainability standards across programme delivery.

Competencies

Commercial & Financial Acumen

• Maintains strong commercial awareness with a clear focus on margin protection, value optimisation and financial discipline.
• Applies rigorous commercial judgement when managing contracts, procurement strategies and supply chain relationships.
• Ensures strong financial governance across programme delivery including forecasting accuracy, cost control and working capital management.

Operational Excellence and Major Programme Delivery

• Leads complex infrastructure delivery organisations with clarity, discipline and accountability.
• Ensures robust programme governance, planning and performance management processes are embedded across the project.
• Maintains a relentless focus on delivery predictability, operational efficiency and continuous improvement.
• Drives high standards of engineering, demolition, construction and handover performance across multidisciplinary teams.

Safety Leadership

• Demonstrates visible and authentic safety leadership, embedding a strong safety culture across the programme and supply chain.
• Promotes behavioural safety principles and ensures safety remains the primary focus in all project activities.
• Encourages proactive risk identification, transparent reporting and continuous improvement in safety performance.
• Maintains exemplary safety performance across large and complex infrastructure programmes.

Stakeholder & Client Leadership

• Builds trusted relationships with senior client representatives, government stakeholders and infrastructure partners.
• Communicates complex programme issues clearly to executive stakeholders, boards and regulators.
• Maintains credibility with clients through transparent communication, reliable delivery and strong governance.
• Represents the organisation confidently within major infrastructure programme environments.

Project Leadership

• Operates effectively within Aureos governance structures, ensuring alignment between partners, client organisations and corporate leadership.
• Promotes collaboration across Project partners and supply chain organisations to achieve shared programme objectives.
• Maintains clear accountability for programme performance while balancing the interests of multiple delivery partners.

Leadership Style & Team Development

• Demonstrates a visible and decisive leadership style that builds trust, accountability and high performance across the programme.
• Develops strong multidisciplinary leadership teams capable of delivering complex infrastructure programmes.
• Promotes collaboration, professional respect and shared accountability across engineering, commercial and operational teams.
• Supports leadership development and succession planning across the programme organisation.

Transformation & Performance Improvement

• Identifies opportunities to improve programme performance, delivery efficiency and commercial outcomes.
• Seeks opportunity to manage data for benchmarking purposes.
• Leads initiatives that strengthen programme governance, operational discipline and financial performance.
• Drives continuous improvement across engineering delivery, project controls and supply chain management.
• Ensures lessons learned from major infrastructure programmes are embedded into future delivery practices.

Experience and Qualifications

• Minimum 20 years’ experience delivering major infrastructure programmes within the UK or international infrastructure sectors.
• Proven track record operating as Project Director, Delivery Director or equivalent senior leadership role on complex infrastructure programmes valued at £100M+.
• Significant experience delivering nationally significant infrastructure programmes, such as decommissioning and demolition programmes or nuclear sector major complex projects.
• Demonstrated experience leading large multidisciplinary projects in organisations delivering complex civil engineering and demolition, typically comprising of several hundred direct staff and a wider workforce.
• Extensive experience working within highly regulated and security-controlled delivery environments, with significant hazards to be considered, managing complex governance structures involving multiple delivery partners and stakeholders.
• Strong experience delivering projects under NEC contracts (particularly