Close Close Preview

Your amazing online presence is right this way.

Create your profile
Capture who you are, what you do, and where you're going. All in one place.

Gavin Barr

Gavin Barr

Technical Infrastructure Manager EU

DHL

Twickenham, United Kingdom, gb

I am a very hard working, enthusiastic, motivated person that will strive for success in anything I do. I have experience in working with teams and also working on projects by myself, this has lead me to be a very self-motivated and goal driven individual. My objectives are to be successful in anything I take part in and ...

Message
MENU ☰

DHL

Technical Infrastructure Manager EU

I joined the European regional team as one of its youngest members and am accountable for projects around Europe. Total number of projects that have been scheduled for the next five years are 42. I am currently travelling every week to a different country to give onsite support through all stages of the project. The stages include BRS approval to Implementation/testing and the final Go Live where the machine is handed over to the live operation.
The projects are both brown field and green field expansion projects for DHL’s hubs and service centres with MHE installation and testing. The smallest project was 3 million Euros and the largest was 250 million Euros so this has given me great experience working in demanding circumstances that require deadlines to be met. The projects follow a PRINCE 2 methodology due to its past proven success within the company. The job requires liaising with all levels of the company from operators to CEOs so communicating through the hierarchy is critical.
Managing not only DHL employees but external stakeholders such as vendors, software developers and contractors.
Managing a testing team of up to 20 people during the testing phase.
Managing the transitioning period to the live operation.
Managing the Go Live period when the machine is handed over to the live operation with no impact to service which is critical.
Managing a warehouse environment with 30+ employees at anti-social hours.
Weekly progress meetings with SMT members.
Daily progress meetings with vendors.
Hiring of regional team members.
Successes so far include 8 projects all on budget, on time with no effect to customer service.