Mark Wild
Chief Executive Officer SGN
Mark Wild has more than 35 years of experience leading complex and critical infrastructure. An Engineer with Hons Bachelor’s Degree in Electrical and Electronic Engineering and Masters in Business Administration.
Mark started his career in the electricity sector, but the majority of his experience has been in transportation. He has had a long career in operating and building major transportation infrastructure.
Mark is the former Managing Director of Westinghouse Signals and was the CEO of Public Transport Victoria. Mark is the former Managing Director of London Underground and the former CEO of Crossrail, Europe’s largest infrastructure programme. Mark took up the role of CEO for SGN, one of the UK’s largest gas distribution networks in August last year.
Rob Parker
Major Programmes Lead - Deloitte UK
Global leader of Deloitte Major Programmes, Rob is leading thinking on complex programme and transformation delivery. Creator of Deloitte’s Programme Aerodynamics NextGen delivery framework, Rob specializes in strategic execution, architecting and delivering the right conditions to successfully deliver the world’s most ambitious visions. In a world where big ambition and radical change has given rise to an increasing number of programmes that are V.U.C.A (Volatile, Uncertain, Complex and Ambiguous) in shape, Rob helps clients enhance their existing delivery capability to create an optimized forward looking and data driven delivery ecosystem equal to the challenge.
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Next Generation Delivery: How a new way of thinking helped recover Crossrail?
It’s not uncommon to hear about major, complex programmes that are overrunning and overspending, despite being led by experienced individuals with programme management certifications. The traditional approach to programme delivery has remained largely unchanged since the space race, so it begs the question: is it time to explore a different approach?
In this presentation, we will share our experience and failures in delivering one of the world’s largest engineering programmes, Crossrail. We will delve into what went wrong and how we pivoted to recover the programme. Drawing from our learnings from this and other large programmes, as well as studying the techniques used in Formula 1 racing, we have developed a new approach to delivering all types of large, complex programmes.
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