Deira Aero Projects Ltd

19 Simmonds View

Stoke Gifford


07946 382934 (Mobile)


E Mail: dave@helyard.com




A highly experienced and professional Project Manager from an engineering background who is confident, friendly, influential and an assertive person, used to working in a multi function matrix organisation. A self-starter who enjoys the challenge of new projects and will explore differing approaches to achieve the desired result. Have managed engineering change and costs, to improve productivity and profitability.


  •  Management of high value projects in a complex organisation, controlling direct and indirect staff assigned to the project and liaising with their functional managers. Generating and administrating the Personal Development and Performance Plans for all direct reports.

  • Logistic management and the control of engineering change in a complex technical environment plus associated activities, i.e. progress reporting, financial impact, documentation control, quality and commercial implications.

  •  Excellent communicating skills with the ability to work at all levels from director to shop floor and the compilation and presentation of reports using a variety of mediums. Experienced in dealing with customers from around the world.

  • IT literacy with the ability to use a number of recognised software packages. Experienced in the management and selection of new IT systems and implementation of systems within a multi site environment.

  • Experienced top level programmer with an excellent understanding of Work and Organisational Break Down structures in an Earned Value environment, which meet the planning, financial and data reporting requirements of the UK, US, Swedish and Australian government smart procurement initiatives.

  •  Excellent understanding of the Airbus AOP system, PMITS and good working knowledge of the Airbus SAP Finance process and their project management and procurement principles (GRESS).



 Hyde Group Engineering Limited (HGEL)                              2010 – July 2012


  • Project management activities on behalf of HGEL for the A350 Main Landing Gear Support Structure (MLGSS), Trailing Edge Details (TED) and Trailing Edge Secondary Structure (TESS) at the Airbus Filton site.

  • As a senior member of the HGEL management team, responsibility for the Project Management and development of business activities for the HGEL Product Development Division within Airbus Filton, and direct responsibility for all HGEL employees based on the Filton site irrespective of division. I won sufficient work to increase the team size by some 45 contractors based directly at the Filton site and won work for a further 85 based in the Aztec, Broughton and Brough Offices.

  •  Responsible for day to day management, operation and running of the HGEL Aztec Office employing some 28 contract and permanent staff.

  • Commercial responsibility for all HGEL Product Development division activities in the South of England.

 AMEC – Gloucester                                                                              2009 - 2009

Project manager - Consulting and Engineering

  • Responsible for the profit and loss account and heading up the project teams responsible for a number of activities within the nuclear power industry. Supporting the team tasked with developing a defence capability and acting as bid manager and primary point of contact for those activities associated with this capability. 

AIRBUS UK – FILTON                                                                               2007  - 2009

 PROJECT MANAGEMENT SUPPORT – Fuel Systems Test Facility.

  • Project Management within the Fuel Systems Test Facility. Development of Earned Value Management principles, championing project management activities within the various teams, Risk reporting, Budget Management, identification of resource requirements (permanent and sub con) and the coaching and development of Project Management principles to members of the FSTF Team.

Assystem UK Ltd (INBIS)                                                                      2006 – 2007

A400M Program Manager

  • Heading the project management team through four direct reports responsible for 120 people tasked with delivering the A400M programme on schedule, ensuring both cost and quality requirements are met.
  • Development of Earned Value Management principles, championing project management activities within the various teams, Risk reporting, Budget Management, identification of resource requirements and the coaching and development of Project Management principles

  • Representing the company at Airbus UK Senior Management reviews.

 Project Manager - A400M Pneumatics                                     2006 - 2006

  • Headed a team of 22 responsible for the design and development of the Leading Edge Pneumatics system, implementing project management principles and ensuring cost and quality requirements were met and represent at Assystem at Customer Project Reviews meetings.
EADS DS (Cogent) Newport                                                              2005 - 2006


  • Responsible for the Configuration process of EADS DS ensuring all contractual obligations regarding the configuration of deliverable items were undertaken in timely and cost effective manner and the provision of specialist support to new project bidding activities. 

  • Providing functional management to 22 direct reports consisting of permanent, contractor and consultants within a budget of £1.2M.

  • Representing EADS DS at Customer and Senior management project review meetings.

  • Revision and update of Configuration Procedures to reflect changes in business processes.


 AIRBUS UK – FILTON                                                                          2004  - 2005


  • Project Management within the undercarriage R&T Domain, and subsequently the A400M Fuel Systems Department. Development of Earned Value Management principles, championing project management activities within the various teams, Risk reporting, Budget Management, identification of resource requirements (permanent and sub con) and the coaching and development of Project Management principles to members of the R&T and A400M Fuel Team.

BAESYSTEMS - SAMLESBURY.                                                               2002 – 2003

 Configuration Control Manager – Main Units

  • Interim management of a team of five responsible for the control and disposition of engineering change on both the Twin and Single Seat variants of the Eurofighter.

  • Interface Management of the Design function with the Weapons System Integration Team.

  • Development of a CSAD and CSAR capability.

  •  Representing the Configuration Management function at Senior Management reviews.

  • Post appointment of a permanent employee, responsible for the identification, resolution and closure of all outstanding manufacturing change on the Twin Seat variant of the Eurofighter, prior to acceptance by the customer and its entry into service.

mayflower technical services.                                               2001 – 2001

Project Manager

  • Onsite Project Manager for BAESYSTEMS, located at STS Defence Ltd. (Gosport, Hants.). Responsible for the onsite Project Management of all activities, associated with ensuring satisfactory delivery of the main cockpit control and roof panels, for a major aircraft system.

 aeROTECH DYNAMICS.                                                                           2000 - 2001

  •  Project & Configuration Management consultancy.


BAESystems (formerly British Aerospace)                                              1966 – 2000

Configuration Control Manager (Australia)                                      1997 – 2000

  •  Headed a team of 4 direct reports who controlled the configuration standard of all documentation, reports and engineering changes required to support the design (Technical budget 1.2M man-hours) and manufacturing standard of the items of supply.

  •  Acted as the principle interface on production engineering, manufacturing, quality and aircraft acceptance issues with the senior Commonwealth in plant team members located in the U.K., seconded to manage the project on the Commonwealths behalf.

  • Chaired the Hawk Configuration Control Board of 13, responsible for the disposition of all changes to the design / build standard of the items of supply during the acquisition phase of the RAAF (Australia), Canadian, and RAF (UK) Hawk contracts and determining the strategic policy to be implemented for the procurement of equipment and the build standard of future contracts.

  • Appointed as a member of the UK MoD’s Smart Procurement working group reviewing and recommending changes to the future procurement policy to be adopted for management of engineering and manufacturing change on all future defence contracts, with industry

  • Co-ordinated the development of a subset of the NASA Product Manager System (circa £3M budget) and a MS Access database to provided the Royal Australian Air force with a Master Record Index (MRI) giving detailed definition of the design/build/quality standard of each item of supply.
  • Developed and implemented a Contract Change Management process and system across 3 sites which completed the audit trail and provide current status, a register, and all documents associated with authorised and un-authorised changes. As budget holder, administrated and approved all budget issues associated with the compilation of change requests up to a value of £25M

  • Administered all activities associated with security and visit procedures for the senior RAAF officers from Australia and controlled all activities associated with BAe. Australia nationals, seconded to the UK.

  • Screening Interviewer and functional assessment panel member, for the selection and recruitment of divisional ‘Fast Track’ graduates within the Military Aircraft Division (Brough, Warton, Samlesbury and Farnbourgh) Project Management organisation.

 New Business Executive                                                                   1995 – 1997

  •  Investigated and analysed a problem management situation that which affected customer service and proposed a practical solution, which following implementation, eliminated the problem.

  • Invited to join and lead a specialist Project Management Team assembled to address the major problems being experienced with the Management Control System, which had reached the end of its commercial life and identified then procured an effective replacement.

  • Introduced an Earned Value Culture compliant with US and Australian Department of Defence requirements to provide detailed performance management information to all levels, especially Team Leaders, in all budgeted areas to see current financial status, against plan.

  • To meet the needs of the bid, to supply the Commonwealth of Australia Hawk Aircraft, concurrently developed a Project Work Breakdown Structure (WBS), an Organisational Breakdown Structure (OBS) and the Project Plan to identify what is to be done, by whom and when.

  • Compiled the detailed Configuration Management Plan which satisfied the Contract Data Requirements List of the multi-million £ Commonwealth of Australia, Hawk bid.

Project Manager – Middle East                                                 1994 – 1995

  • Selected as Manager of one of the first Integrated Product Teams (IPT) handling all aspects of a Middle East £350m Hawk contract with up to 300 employees across 3 sites, managed through 7 Direct Reports.

  • As IPT Leader, appointed a member of the Hawk Project Board, which formulated the project strategy to meet company requirements and presented the status of the project on a monthly basis.

  • Succeeded in delivering the contract one month ahead of time and under budget

  • As the principle customer interface and co-chairman of all formal customer reviews presenting on behalf of the company, the status of the project and agreeing all change requests.

  • Headed the Simultaneous Engineering Team activities consisting of 18 direct reports, on two major Middle East contracts. The SET evaluated the contract terms, generated the technical and production programmes, formulated the engineering and build philosophy and ensured the customer’s aspirations of the build standard, fully met his requirements.
ENGINEERING change Manager                                                      1991 – 1994

Assistant Project Manager                                                         1986 – 1991

Cost Controller – Details                                                           1983 – 1986

Senior MANUFACTURING Engineer – Details                                   1981 – 1983

Production Project Engineer                                                      1974 – 1981

PRoduction Planning Engineer                                                    1972 - 1974



Diploma in Management Studies (DMS)                                                1994

Certificate in Management Studies (CMS)                                            1984

National Examination Board Certificate in Supervisory Studies (NEBSS)     1971

City & Guilds of London Institute – Mechanical Engineering                    1966-1971



Date of Birth: 14 August 1950                                                                 

Marital Status:  Married

UK ‘SC’ Security Clearance + Working with children clearance.

Scottish CRB (Held by AMEC)

INTERESTS: Cycling, Reading and Geocaching