Bryan Fotheringham is an experienced project manager with over 30 years of experience managing projects in various industries including oil and gas, automotive, and electronics. He has a proven track record of successfully delivering projects on time and on budget while maintaining high quality. His skills include project management, operations management, lean manufacturing, and new product introduction. He is currently a Programme Manager at Johnson Matthey Battery Systems where he oversees development programs.

1. Page No.1
Bryan J Fotheringham
Summary:
I am an MBA accredited leader with extensive experience in Project Management, Engineering
Design, New Product Introduction and Manufacturing Operations Management. I also have strong
leadership and relationship building skills with extensive experience in interfacing with all internal
and external stakeholders in achieving common goals and objectives.
I have proven ability to increase efficiency and decrease staff turnover and nurture high performing
teams. My focus has always been on Performance & Goals with the ability to multi-task and work
under pressure. I have broad industry experience which includes Oil & Gas, Automotive, and
Petrochemical, Electronics, PetrolForecourt (ATEX) & OEM industries, having gained outstanding
Project & Change Management skills, Lean Philosophy and Continuous Improvement techniques
throughout my career.
Skills:
 Operations Management – Multi-site
 Change Management
 Financial Management / CAPEX
 Managing Cross-Functional Teams
 Staff Development & Mentoring
 Project Management
 Quotation Management / Review
 ATEX & Hazardous Environments
 HSE Management
 Electro-Mechanical design
 Prince2 and AGILE Practitioner
 NPI
 Lean Manufacture,Kaizen & CI
 FMEA / Six Sigma experience
 Metrology/Trading Standards
 Primavera P6, CAD & BOM’s
CareerHistory:
Feb 2015 – Present Programme Manager Johnson Matthey Battery Systems
Managing key development programmes, liaising with all stakeholders, i.e. external clients, internal
multi-disciplined teams (incl resources from Poland), as well as sub-contractors and specialist
suppliers, making sure resources and materials are all available when required. Team size ranging
between 6 – 20 participants, consisting of Engineering, Quality, Planning, Manufacturing,
Procurement,Sales & Finance.
Managing and controlling all aspects of the project from reviewing and agreeing client specifications,
initial design concepts and estimating (Material, Labour & Tooling), to award and execution. Being
responsible for budgets, resources and planning activities to meet client Cost, Quality and Schedule
requirements, ensuring an effective service and communications are provided at all times.
Responsible for Project Management and Controls, constantly reviewing KPI’s (dashboard) for the
project and the business, i.e.
o Schedule Adherence o Project Utilisation
o F/Cast Hrs v Actual Hrs o Productivity
o OTD (On-Time-Delivery) o F/Cast Costs v Actual Costs
o Margin o Risk Management
Providing monthly progress to the clients and the business based on company reporting
processes/procedures, i.e. Costs, Planned Activities, Achievements, Concerns and Risk review, as well
as identifying lesson’s learned on an on-going basis.
Apr 2012 – Jun 2014 Execution & Project Eng Manager Oceaneering Int Services
I managed a team of 35 people of different disciplines working on multiple projects simultaneously for
the Oil & Gas industry, working to internal project processes,procedures and controls that were
critical to achieve Project Governance that was expected from our demanding clients. Key Controls
that were regularly reviewed were:
 Project Definition – Scope of Supply (SOS) is critical to get it absolutely correct at the start of
any project so that all parties know what the key project deliverables are.

2. Page No.2
 Project Planning - continually reviewing Milestones, Actual Work v Planned Work Activities,
Required Resources,etc. regularly interfacing with internal & external stakeholders.
 Project Financials (Fixed Price) – Actual v Planned costs,Risk Mitigation, Margin
 HSE controls and expectations – critical within the business of O&G.
 Project Controls – KPI’s that are critical to Project Execution and incorporated into a
dashboard format to recognise when project is out of control, resolving accordingly.
 Regular review of project processes and procedures to continuously improve efficiency,
learning from a robust Lesson’s learned process.
Nov 2008 – Mar 2012 Engineering & NPI Manager Tokheim UK Ltd
My main responsibilities were NPI for multi-projects involving various disciplines, i.e. Mechanical,
Electrical, Electronic, Manufacturing, Approvals, Quality (associated internal systems), Technical
Documentation, i.e. Drawings, BOM’s,Technical Manuals, Technical Reports, etc. I was in charge of
8 direct reports. Also responsible for achieving and maintaining the relevant ATEXcertification
required for Product reliability and use in Explosive Atmospheres.
Standardisation, DFM and Lean Methodology, involving multi-disciplined teams from various
European engineering facilities in meeting business goals were fundamental for business success.
I built and maintained successfulrelationships with key clients, service providers, dealers and
consumers working on multi-programmes at any one time.
Managing resources,costs, deadlines and agreed objectives across different cultures were critical to
the success and growth of the organization, standardizing on key components and processes wherever
possible.
Jul 1998 – Nov 2008 Wayne Fueling Systems Engineering/Ops Manager
Jun 1997 – Jun 1998 SAIA BurgessElectronics Ltd Engineering Manager
Sep 1996 – May 1997 AndrewAntennas Ltd Project Engineer
Aug 1987 – Aug 1996 OCLI Optical Coatings Engineering Manager
May 1984 – Aug 1987 Coors Ceramics Production Engineer
Sep 1976 – Apr 1984 Fisher Control Valves Apprenticeship
Education History:
Oct 2015 Knowledge Academy AGILE Practitioner
May 2015 Carnegie, Halbeath, Fife Prince2 Project Management
1995 - 1996 Napier University MBA
1994 – 1995 Abertay University Dip Management Studies
(Awarded Don & Low prize for Outstanding Performance).
1980 – 1983 Lauder (Carnegie) College HNC in Mech & Prod Eng
1977 – 1980 Lauder (Carnegie) College Mech & Eng Craft Studies
Hobbies:
Golf, Walking, Reading, Football (watching) and Socialising/Spending time with family, also Clean
Driving Licence.
References:
Mr Will Grocott Programme Management Dir Johnson Matthey Battery Systems
Mr. James Dennett Engineering Director Oceaneering Int Services Ltd
ContactDetails:
Home Tele – 01383 514340 Mobile - 07719 171573
6 Wyrehayes Cottages,Hill of Beath,Cowdenbeath, Fife. KY4 8DW
fotheringham.b@sky.com
http://uk.linkedin.com/pub/bryan-fotheringham/37/48a/b69/