INNOVATIVE FINTECH SOLUTIONS

Kevin is an accomplished Project Manager, Change Director, Interim Manager and Consultant with over 30 years wide-ranging experience successfully implementing and managing multi-million pound IT programmes, procurements and projects.

He has been responsible for business strategy development, ticketing scheme design, managing complex contracts, managing multiple suppliers and managing stakeholder relationships. He has managed large contracts and business change initiatives through negotiation, development, acceptance testing and implementation stages.

He has helped his clients increase revenues and reduce costs by many £ millions.

In transportation, he has worked for Operators, Local Authorities, PTE’s and suppliers as well as being responsible for implementing cross-industry projects and scheme procurements. His knowledge and experience cover all methods of ticketing: staffed ticket office, the internet, self-service, ticket collection, self-print, the barcode to mobile, Oyster, cEMV, proprietary and ITSO smartcard. And covers knowledge of ticket types, retail channels, account based schemes, and revenue protection (on train, gates, inspectors and data analysis as well. 

He has experience with the definition, creation and modification of diverse ticket types including period passes, concessions, carnets, singles, returns, multi-leg with reservations, inter-city journeys, packages, advanced purchase and pay as you go.

 

 

Skills

Kevin can communicate effectively with people at all levels, report to Board/Steering Groups, handle complex stakeholder relationships and lead multi-disciplined teams. 

He has a logical approach to problem-solving, strong verbal and documentation skills and the ability to work efficiently in an integrated project team.

Kevin has had a significant impact on the outcome of many projects, whether ensuring delivery to plan or recovering failing programmes.

 

Relevant Transit Professional experience

Recent transit projects Kevin has been involved with include:

• UK Bus Operators to exchange and maintain detailed fares data for use in an account based ticketing scheme. As each has its systems, fare structures, deals and rules which are only partially encoded, it has been necessary to standardise the datasets and business rules to support multi-operator and single operator propositions running in parallel. The location data, fare stages, fares data and business rules have required rigorous validation and testing to ensure customers will be charged correctly. Fares information also has to be published in greater detail to reassure customers that they will be charged fairly in a post pay scheme. This experience is highly relevant to multi-modal customer information where accurate fare information must be provided based on journey planning, time of day and customer preferences.

• Merseyrail Smart Ticketing Project Management & Consultancy (2015/16) - working closely with Merseytravel, responsible for scope, design, planning, specification and resourcing of rail extension of Walrus smart ticketing and potentially part of Transport for the  North smart ticketing. Drawing on best practice and experience from other operators and city schemes. Development of business cases.

• Nottingham Tram Project Manager, Fares Collection & Ticketing, responsible for system design, implementation planning, integration of Mango, ITSO period pass, carnet and e-purse; TVM design and deployment, validators, handheld ticket checking and revenue protection; customer proposition, retail channels, customer service and maintenance arrangements with suppliers.

• Norfolk Smart Ticketing Scheme Managed Service Pilot Project Manager, responsible for DfT project level review, issue resolution and providing guidance on the approach adopted in Norfolk for a county-wide smart ticketing scheme. He is also responsible for helping prepare new DfT guidelines arising from the pilot, leading resolution of project issues and writing detailed

• Department for Transport – lead consultant developing detailed guidance on setting up regional smart ticketing schemes. Providing input to national policies and Government initiatives.

 

Transit experience

• Strathclyde Passenger Transport (Glasgow) – advised on the use of contactless smart tickets for occasional users of bus and underground service; introduction of supplier; integration testing with vending and parking machines

• GLA & London Councils – advised Mayor, councils and TfL on multi-application use of Oyster cards. Costs and Business Case for Smart Cards in London - Kevin had lead and completed three studies for the GLA

• Assertis WebTIS – Consultant and Project Manager - design, accreditation and implementation. Kevin provided project planning and consultancy support to Assertis which enabled them to submit a design which would be acceptable to RSP, deliver competitive advantage and be easier to implement. This intervention reduced the development effort, re-work following testing and ultimately time to market by six months.

• Prague Opencard – Consultant undertaking review of the City Card scheme with recommendations for additional applications. The card includes pre-paid parking, public transport ticketing, secure access to online service and library membership.

• First Group - Senior Transport Retail Consultant - preparation of the retail section of several TOC franchise bids that required smart cards to be used for customer entitlement and ticketing. Scheme design, costing and selection of suppliers to incorporate in the bid for gating, ticketing and back office systems. Liaison with DfT, TfL, ATOC/RSP and other bid team members.

• Rail Industry Settlement Service – Programme & Contract Manager. Kevin managed a major client project (£100M contract) to replace the outsourced service, which collects, validates and apportions UK passenger rail revenue (400 million transactions p.a. and £6B revenue p.a.). South West Smartcard scheme ITSO Consultant

• Ticket on Departure (ToD) – Project Manager for end to end technology refresh, and interoperability testing. He subsequently identified £5million unsettled sales revenue and instigated corrective actions.