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8/14/2019 Wesley Francis Portfolio.pdf
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8/14/2019 Wesley Francis Portfolio.pdf
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A networkto supportBT carers
past, presentand future
Endorsed by BTGroup HR.
Tojointhe BT Carers Network
www.btpeoplenetworks.com/carers
Carers Network Webpages
Why not ask a question on the
Carers Network?
Youwillhave access topeople who have probably
experienced something very similar, eventhough there
might be different circumstances.
The webpages alsocontain details of forthcoming
knowledge share calls. These calls covera wide variety
of topics specifically
relevant toCarers,
forexample , caring for
someone withde mentia.
These calls are usually
available forplayb ack
forthose people
whoare unable
tolistentothe
calllive.
Where can I get help?
The HR pages containalot of useful
informationa nd links torelevant pages
https://intra.bt.com/bt/hr/fairness/
diversity/carers/Pages/index.aspx
BT Carers Network DL.indd 1-3 22/08/2013 14:35
Who is a carer?
Carers are those people whoha ve toprovide care fora
disabled, elderly, orsick partner, relative orfriend.
When someone becomes a carer
Many people dont identify themselves as acarer to
beginwith. Formany, it becomes a reality whenthe
caring role impacts ontheir work life. Some people are
concerned about the impact of caring ontheir ability to
cope at work, soare reluctant to accept it and talk about
the role they nowhave.
Do I need a Carers passport?
The BTCarers Passportcanbe completed by any
BTemployee who has caring responsibilities that they
believe could have animpact on theirability towork
currently orat some point inthe future.
The BTCarers Passportdescribes the nature of the
caring responsibilities, adjustments that the individual
might need and actionto take if the individual
needs toleave work suddenly togetherwith agreed
communicationbetweenthe individualand BTif the
individualis unable to come towork.
What is theCarers Network?We are a group of people who are,
have been or may be carers one day.
Everyone is welcome to join, you dont
have to be a carer, we probably all know
or manage someone who is.
BT Carers Network DL.indd 4-6 22/08/2013 14:35
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A networkto support
BT carers past, presentand futureFor more information visit:
https://intra.bt.com/bt/hr/
fairness/diversity/carers/Pages/
index.aspx
http://www.btpeoplenetworks.
com/carers
B T C ar e N et wo rk b oo km ar k. in dd 1 2 2/ 08 /2 01 3 14 :3 6
8/14/2019 Wesley Francis Portfolio.pdf
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Bid with confidence, minimise risks and get the job done
Produce more informed bidsPrepare for the unexpectedDeliver complex projectsMeet challenging deadlines
Project Services
Generating new business to drive growth is one of the best ways toprosper in a competitive market. But what if you find yourself unableto bid for a lucrative new contract because you dont have the rightproject management resources when you need them?
Worsestill,whatif,after makingacommitmenttodeliver aprojecton time,youencounter
logisticalproblemsthatyourteam doesnthaveenoughsparecapacityor experiencetosolveinthegiventimeframe?
ProjectServices acore capabilitywithinour wider ServiceBased Solutionsportfolio
canprovidethe answer. Regardlessof size, complexityor UK location*,onceengaged,our ProjectServicesexpertsare hereto help youbid withconfidence, planmore effectively
and deliver your projectontimeand tothe highestpossiblestandard.
Get vital access to industryknowledge, planning skillsand resourceOur expertsknowwhat worksand whatdoesnt
and, bydrawing onexperienceof working acrossarangeof industrysectors, theyareableto identify
potential issuesinadvance, mitigaterisksand helpyoudeal withunforeseenissues. Their primary
goal isto smoothyour projectdeliveryby helpingyouavoid significantdelaysand headaches.
Transform multiple ordersinto a programme of workRatherthanhandlinga seriesoforders asindividual
requirements,ProjectServicescantakemultiple
orders,transformthemintoa programmeofworkandmanagethat programmethroughto
completion.Thisisidealfor largerprojectsthatare
geographicallyconcentrated(suchas anewhousingdevelopmentorashoppingcentre)or wherean
individualcustomerhasrequirementsatmultiple
relatedsitesacrossthe country(forexamplebanks,
retailchains,distributioncompanies).
Enjoy a single point of contact
Everyprojectisallocated adedicatedprojectmanagerorco-ordinator.Youcanchoose forthem
toeithertake end-to-endaccountabilityortowork
alongsideyourexistingteam toprovidean overflowcapability.Eachprojectmanageris backedbya
teamof specialistswhohaveunrivalledknowledge
ofour systemsandprocesses.
Identify external delays early
Using our experience, wecantell youup front
whatthe delaying factorsinyour ordersarelikelytobe and help preventunexpected contractual
issuesbetweenyou and your customers. Aswell as
dealing withanywayleaveswe need for our circuitsand equipmentasper normal, wecanprovide
adviceand supportonissues withlandlordsand
local authorities.
For instance, itcansometimestakethree months
or longer toget permissiontoclosedown aroad
toinstall newline plant. Wecanmake youaware
of theramificationsinadvance, allowing youtobetter managetheexpectationsof your customers
and thusagreemore realistic contractual terms.
Weare alsoconstantlyimproving relationships
withpublic bodies, suchas theHighwaysAuthority. Bysharing knowledgewiththem and
explaining typical processesand critical pathswe
arebetter abletosmooth thewayf or all projects
thatneed their permissiontoproceed. Thishelpstoensure anyrequired digging canbedone in
theshortestpossible timescales.
*ProjectServicesisnotavailable intheIsleof Manor Hull
Sharpen your competitive edge
How ProjectServices canhelp you
2 ProjectServices
Minimise fulfilmentprocess delaysWinningabidisone thing.Butyournamewill be
mudifyou dontdeliveryourprojectontime. A
singledelaycouldmake allthe differencebetween
profitandloss nottomentionthe chancetowinrepeatbusiness.Hereare someexamplesof the
processdelaysthatcan occurandhowwe canhelp:
DrivingorderprogressionWhenyouplacean order,anumberof automated
messagespassbackwardsandforwards asit
progressesthroughoursystems.Ifwe dontreceive
aresponseto oneofthese messages,yourorderiseffectivelystalled.Thisdoesnthappenwhen Project
Servicesisinthe drivingseat,becausewecheck
orderprogressona regularbasisonyour behalf.Ifwerewaitingfora response,wellcallyou toelicit
one,allowingyourordersto progresstothe next
stagewiththe minimumofdelay.
Managingaccess andsign offTimecanbe wastedifan engineervisitsasite andcantgainaccessbecauseno-onesaroundto let
themin.The sameappliesif thepersonwhoneeds
tosignoff theworkisntavailable. Hereagain,wecanminimisedelaysbycontactingthe relevant
peopleonsite andestablishingtheiravailability,
sothejob cangetdone.
Gainingsecurityc learanceManysitesrequirenoticeof aweek ormorebefore
anengineervisit.Theymay alsowantthe nameof
theengineerinadvance.Some sitesrequirespecificsecurityclearanceaswell astheengineersidentity
card.Wecanfacilitateall thesearrangementsacross
multipleorderstoavoiddelay.
Handle unforeseen issuesmore efficientlyInsomecasesissuesthatmayputaprojectin
jeopardysimplycannotbe predicted. Itsattimes
likethese thatexperiencecountsfor everything.
Weexpectthe unexpected and relishopportunitiestotake ona newchallengeand putour adaptability
tothetest.
Benefit from powerful reporting
Aweekly progressreportis provided asstandardand, if yourequiremore frequentreports, wecan
tailor our servicetomeet your needs. For instance,
wecanprovide dailyreportson howmanycircuits
havebeendelivered, howmanyremain tobedelivered, whatstage eachcircuitisat, what
thenextactions areand whentheyrescheduled
totake place. Armed withthisinformationyoucankeep customersup todateand beconfident
yourself thateverything isontrack.
Atthetimeour projectswereinfull flow,wehad the Icelandic volcanic eruption. Thisdelayed theshipping of importantnetworkcomponents. TheOpenreach guyshelpedusunderstand all of our requirementsand
prioritiesand enabled storesto bediverted towheretheyweremostneeded.
MalcolmJanes, Easynet,Head of UK ProjectManagement
Byproviding uswith moreaccurate, timelyinformation, ProjectServiceseliminated uncertaintyand saved usno end of time. Theyalso helped usshareissues, work together tosolvethem and createanexcellent,collaborativeworking environment.
RobertGathergood, SkyNetwork Services, Head of LLU Implementation
Beyond business as usualOurbusiness-as-usualprocessesaredesignedtoautomate theorderinganddeliveryofhighvolumeproductsfor straightforwarddeliveryscenarios.Theymeet thecore
requirementsidentifiedbyindustryforeachof theproductswesupply. However,if
yourordersorprojectsare complex,youmayneedmore thanbusiness-as-usualis
designedtoprovide.Thisis whereProjectServiceshasa roletoplay.
ProjectServices 3
Understanding the labyrinthof sector-specific issues
EducationTimeisoften of theessence inthissector. Work
typicallyneedsto avoid termtimeand other criticaldatesto minimisetheimpactof noiseand other
disruptions. Therearesecurityconsiderationstoo, school staff need tobeon siteto check the
engineersidentitycard aswell asgive themaccess
toschool buildings. All of thisismanageable, but
getting itwrong canspell troublewhenitcomes tojob planning, circuitrouting, engineer accessand
work sign-offs.
Weve developed a thorough understanding of working environments andpractices across major market sectors. Using this knowledge we can helpyou avoid issues and delays that could otherwise put things in jeopardy.
HealthThisisyet another sensitivesector wherenoise
and disruptionsarenotwelcome. Unlikeschoolsthough, hospitalsdonot havethe luxuryof being
closed during non-termtimesand evenings.Theyare24/7 operationswherestaff work onrotasand
whereaccessto certainareasis heavilyrestricted
duetodata and medical considerations. All of this
canposesignificantaccessandsign-offissues.Manyalsodemand up fronthealthand safety method
statementsand detailed risk assessmentstoo.
MobileEngineerstypicallyrequirekeys toget intobasestations butthesearenotalwayseasytoget
hold of. Accesstosites isheavilyprotected for
good reason and morethan onevisitto complete
thework maybeneeded. Becauseof thelocationof manymobilebasestation sites, wayleaves
areoften required fromlandowners, landlords
and eventenantsthemselves (inthe caseof roof
access). Again, althoughmanageable, experiencecountsfor alot. Getit wrong or planpoorlyand it
could add weeksor months especiallyif access
refusal endsup resulting inlegal proceedings.
4 ProjectServices
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RetailThevarietyofretailpremisesin theUKmeansthat,
onceagain,issuescanvaryfromone locationtoanother.Securityprocedurestendtobe dictated
bythenatureof thebusinessbeingundertaken
andweoftenneed torelyonthe customertotellus
exactlywheretheywanttheNetworkTerminatingEquipmentinstalled.Differenttypesofretailpremises
alsohavedifferentoperatinghoursthatmayneed
tobetaken intoconsiderationtoensurethe rightpeopleareonsite andthatworkis nottoodisruptive.
Timeismoneyfor theseorganisationsandany workthatinterrupts,orisfearedto interrupttheirability
totradecangenerate localissuesandindividualresistanceevenwhenpeopleknowwe arecoming.
FinanceOneof thegreatestissueshereisthatweoftendontknowthe extentof thebarrierswe faceuntil
wearrive onsite. Astraightswap fromonecircuit
toanother, for example, maylook simplebut there
maybe morethan onecommsroom and existingcircuitsmightnotbe labelled. Having abest
practiceapproachis vital.
Financial institutionsarehostto sensitivedataand somelocations(suchasthose hosting ATMs)
requirespecial on-siteproceduresthat can
varyfromone organisationtoanother. Access
restrictionsmayrequirenames of engineersinadvanceand timing oftenneedsto bealigned
tothe availabilityof securitypersonnel. Careful
co-ordinationand double-checking of information
isessential buttimeconsuming.
DefenceMoD work isusually required atveryshortnoticewithanequally fastturnaround expected. Thereare unique
installationprocessesto followwhich, if notproperly
understood, candriveextended lead times. Notonlydo
engineersneed tobe securitycleared, buttheymust alsowork totheexacting expectationsof on-sitecontractors
whorarelywelcome differentwaysof tackling challenges.
Theneed tobe abletomanageall of thesedemandsand
co-ordinatewithon-sitepersonnel onthe dayise ssentialtodeliver asuccessful contractand winrepeatbusiness.
Non-servedpremisesNon-served premisespresenttheir ownuniqueset of
challenges. For example, circuitprovisionstotraffic lightcontrol boxesand portakabinsonconstructionsites.
Provisioning totraffic lightsmeanssecuring Local
Authoritypermissiontodig atpotentiallybusy roadjunctions. Thiscantakeup to threemonths, and once
secured theremay onlybea limited windowinwhichto
undertakethework. Aconstructionsitemeanwhile canbe
nothing morethan awasteland atfirst glance. Althoughgrid referencesfor aportakabinlocationmay beprovided,
onceonsite thesemaybe inappropriateor subjectto
change. Suchissuescancauseunexpected delays.
Themorecircuit orders, products, and complexity
involved in a contract, the greater thechallenge. When
you chooseProjectServicesthough, whichever sectoryouresupplying to, our expertswill ensurethatas
much aspossibleis planned for. Whereplanning cant
bedonein advance theywilldraw on their experience
and putbestpracticeworkaroundsinto action.
Wedelivera lotof largeprojectseachyearto differentorganisations.Thesehavegonea lotmore smoothlywherewehaveused Project
Services.Andthefactthat theyhavedone suchagreat jobwithDigitalSwitchovermeanswe willdefinitelyusethem againinthe future.
Paul Shields, BTWholesale, Senior ProjectManager
Pro je c t Se rvi c es 5
Showing that youve considered all the risks in a project at the bid stage,and have taken steps to mitigate them (or have a plan to do so) canmake all the difference between winning and losing vital new business.
Involvingusupfrontis agreat waytoachievethis.
Italsoallows ustohelp quantifyanyadditionalcostsorleadtime impactsonyourbehalf.
Notonlydoesthis provideyourcustomerswithextra
certaintythattheyrechoosingtherightsupplier,butitalso helpsyouto avoidnastysurprises,and
canevenreducethe riskofpenalty payments
broughtaboutbyunexpecteddelays.
Asa contractprogresses,ProjectServicescangoon
todetectand tacklemanypotentialdelays before
theyhavea chancetoaffectthe deliverytimescalesyouvepromisedyourcustomers.Thesecould
includedelaysduringtheorder processandeven
issuescommontoparticularmarketsectors.
Theprovisionofvaluablereportingthroughout
completesthepackagefrom us ensuringyou
alwaysknowexactlyhowthingsare progressing.
End-to-end serviceensures maximum impact
What Project Servicescant offerWellonlytakeon aProjectServicescontractif
webelievewe canaddvalue beyondthebusiness-as-usualprocessesthatwe operate.ThatmeansProjectServicescant:
beusedto reducetheOpenreachcontractualleadtimesfor circuitdeliveryortofast trackdefinedorderprocesses.Itcan howeverprovideaccessto
knowledge,experienceandexpertisetohelp
co-ordinatemultipleordersandminimise
unnecessaryandsometimesunforeseendelays
placeorderson yourbehalf.However,otheraspectsofour ServiceBasedSolutionsportfoliocanprovidemoremanagedsolutionsshould you
beinterested
assistif theresnotenough spaceor power atanexchange. Inboththeseinstances, thenormal
business-as-usual processesapply.
Early birds or fire fighters your choice
Beforeyoueventakeona contract,ourProjectServicesexpertscanhelp
youidentifyandmitigatepotentialrisks.Involvingusattheplanningstage,
ratherthanusingustofixproblemsoncetheybecomeevident,willensure
themostefficientuseofyourtime andbudget,andcouldalsoadda levelofgranularitythathelpstowinthebid.Eitherway,utilisingourexpertisewill
leaveyoufreeto concentrateonotherprioritiesandminimisetheneedto
investinrecruitingandtrainingpeoplewithinyourownorganisation.
6 ProjectServices
Our teamhas experienceofmanaging massivenetwork rolloutprogrammeswhere bespokeprocesses, accessissues, securityclearancehurdles and all mannerof unforeseenissues presentconstantchallenges.
Bill Jones,Openreach,SBS ProjectServicesGeneral Manager
WithoutOpenreach help wewouldntbeableto deliver whatwehad promised our customer. Theylook after all our ordersand provideajoined up pictureona regularbasis. Wealways knowwherewearewiththeprojectand canthereforedeal withany problemsasthey arise.
GrahamKeeble,MLLTelecom,Head of ProjectDelivery
Customerswhochoose tocompletelyoutsource projectmanagementrequirementsneedtoknowthatthesuppliertheychoosewilltakefullaccountability,especiallywhentheoutcome ishighly visibletotheir owncustomers.Theexcellentr eputationwehave builtfrom doingexactlythis,end-to-end,foranumberofmajorandcomplexprogrammesofworkcontinuesto attractrepeatand additionalbusiness.
Derek Hewins,
Openreach,Head of Major Programmes
It costs nothing to talk to usand if we cant add value,
we wont take on the work.
ProjectServices 7
Openreachisthe BT Group businessthatinstalls, services,supportsand maintainsthefirst mileof wiring, fibresandconnectionswhich linkstensof millionsof homesinBritaintotheir CommunicationsProviders networks.
www.openreach.co.uk
Thetelecommunications servicesdescribed inthispu blicationaresubjectt oavailability and maybemodified fromtimeto time.Servicesand equipmentareprovided subjectto BritishTelecommunicationsplcs respectivestandard conditionsofcontract. Nothing inthis publicationformsany partof anycontract.BT and theBT logoaretrademarksof BritishTelecommunications plc.
BritishTelecommunicationsplc 2013.Registered office: 81 NewgateStreet, LondonEC1A7AJRegistered inEngland No: 1800000Produced byOpenreachDesigned byWesthill.co.uk
PHME 66969
Project Services helps you complete your projects on
time and to the highest possible standard.
For more information speak to yoursales and relationship manager or visit
www.openreach.co.uk/projectservices
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Customer Network Solutions
From networkrearrangement tocomplex cablingconundrums
8005_CNS_Brochure_4.indd 1 14/08/2012 14:07
Agovernmentcustomerwantedsecurecopperandfibrefeedstoruntheir voiceanddataservicesatone sectionofa largeand
highlysensitivesite.Openreachranthefeedsfrom alocaltelephoneexchangeto anewon-sitecommsroom,terminatedthematthenewDistributionPoint(DP),swappedtheoriginalcircuitsover fromtheoldDPand commissionedthem.
Customer Network Solutionsprojectmanager MandyDaviesexplains:Whilethenewcables shared existing
ducting withother customer cables,thefootwayboxes along theroutewere
locked downand thecablesthemselvescarried special markings. Thiswarns
engineersworking onother cablesnottotamper withthem.
Co-ordination waskey
Therewasaminor hiccup, whenwefound thatonestretchof theducting
wasblocked. Butwesooncleared that.Themainrolewas oneof co-ordination.
Our copper and fibreplannersandengineershavedifferentskillsets.
And eachof theengineering teamsusesdifferentequipment.
Ihad tomakesurethat thetwo
planning teamscameup withanacceptablesolutionand agreetimescaleswiththecustomer
beforework could start.
Thesamelevel of co-ordinationapplied tothetwo engineering teams,asthefibre wasbeing laid ontop of
thecopper. Ialsovisited thesiteonseveral occasionsand held regular calls
withthecustomer, toupdatethem onour progress.
On-siteconnectivityatthe Distribution
Pointwasagainprovided byour copperand fibreengineers, eachof whomhad
tohavesecurity clearance.
Theprojectwascompleted onschedule, totheagreed budget, with
nobreak inservice. And thecustomerwasdelighted withtheoutcome.
Providing secure feeds to a highlysensitive government site
Copper and fibreteamswork together tofinish ontime withno break inservice3
8005_CNS_Brochure_4.indd 6 14/08/2012 14:08
Our local expertsthrive on yourchallengesWhether youneed tomovea distributionpoint or drop wire,
createa bespokenetwork solutionor alter anetwork ona
complex site, wehavetheskills and flexibilityto help. Wecan
evenprovide connectivityfor remoteor temporarylocations.
Withring-fenced resourceand accessto engineersout of hours,
our teamare ableto respond quicklyand work tochallenging
timescales. Atthe end of thedaythough, itsgood, old-fashioned
humaninteractionthat getsus noticed. Thatand areal passion
for cracking complex cabling conundrums!
8005_CNS_Brochure_4.indd 2 14/08/2012 14:07
Alocalauthorityscommunicationsproviderhad beencontractedto rollouta newtelephonyserviceto dozensoflocationsacrossthecounty, includingtheiroffices,librariesand childrenscentres.Thanksto itsproventrack recordinproject
management,Openreachwaschosento installandcommissionthe newservice.
Customer Network Solutionsprojectmanager LouiseThompsonexplains: Thecomplexityof thework
required, and theclosecollaborationitdemanded withall stakeholders,
meantthatour all-embracing approachdelivered thepeaceof mind the
customer waslooking for.
Surveyand accesschallenges
Firstwehad tosurveyeachlocation,plantheroutes and geteachof themapproved. Themostdirect routewasnt
alwaysthemostappropriate, either.Acoupleof childrenscentreshad just
had their playgroundsre-tarmacked.Digging themup tolayducting for new
cableswasdefinitelyout-of-bounds! Wehad togoaround theminstead.
Finding therightcontacts toletourengineersintomanyof thelocations,particularlyatthechildrenscentres,
wasachallengein itself. Theauthorityalsostipulated thattheydidnt want
anyactivitiesinterrupted bypotentiallynoisyengineering work.
Evenso, compared togetting the
serviceup-and-running, installing thenewcablesturned outto bearelatively
straightforward exercise. Thatsbecausewewereeffectivelycommissioning anentirenewnetwork.
All thelocationshad tointerworkwitheachother fromdayoneof themigrationfromtheold telephony
service. And theydid, thankstotheprowessof our engineers, who
madethefinal connectionsateachDistributionPoint.
Rolling outanew serviceto dozensof offices, librariesand childrenscentres
Project managing the installationof a country-wide telephony service
4
8005_CNS_Brochure_4.indd 7 14/08/2012 14:08
8005_CNS_Brochure_4.indd 3 14/08/2012 14:07
Abuilding contractor wasengaged bya localauthorityto re-render thefasciasof 200 tenantedproperties. However, thework couldntproceed becausethe Openreach overhead network serving
thehomeswas effectivelypreventing thecontractor fromerecting their scaffolding.
Relocating overhead network toallowbuilding contractorsto erectscaffolding
Temporary overheadnetwork changes toaccommodate building work
Customer Network Solutionsprojectmanager ChrisPriestleyexplains:If wed lefttheexisting wiring insitu,
itwould havecreated trip hazardsonthescaffolding. Thiswasunacceptable
fromtheHealth &Safetyperspective.Moreover, thecontractor would have
had towork around our plant. Thiswould havebeenlessthanideal, asthefinishwould havebeenimperfect.
Relocation and re-instatement
Thesolutionwecame up withinvolved
relocating thelinesso theypassedunderneaththeoriginal fixingsand were
attached tonewtemporaryfixingsfittedwithprotruding brackets.
Theonlyissue thatcaused aminor
delaywasa lack of upfrontinformationfromthecontractor. Theyforgotto tell
usthatsome of thepropertieswould
havewood-effectresinpanels.Wecouldntattachour fixingstothesepanelsand thereforehad toconduct
asecond sitesurvey; theupshotbeingthatwere-positioned thefixingsand
theassociated lead-inwiring ontheaffected homes.
Other thanthat, and working closely
withthecontractor, wekeptwell aheadof thescheduleof works. Thedowntime
for tenantsrighttheway throughfromthere-positioning our wiring andfixings, tore-instating themintheir
original positionsafter thebuilding workhad beencompleted amounted toless
thananhour.
Wealsotold thetenantsexactlywhentheir lineswould bedownin
advance. Sotherewere nocomplaintsonthatfront. Wesubsequentlyagreed
towork withthesamecontractoronseveral hundred moreof theauthoritysproperties.
5
8005_CNS_Brochure_4.indd 8 14/08/2012 14:08
When a communicationsprovider asked Openreach to sussout a new projectata sensitivegovernmentsite, theywereunder theimpression thatrunning line
plantto a new building would bea relativelystraightforward job. However, thiswasonlypart ofa massiveconstruction projectthat would entailthere-routingofalllinep lantatthesite.
Customer Network Solutionsprojectmanager TonyBreenvisited thesiteand
dulyreported back: Myfindingswerearevelationto thecommunications
provider. Itwasimmediatelyapparentthatwewould need tore-routeall
our lineplant. Sotheygave methego-ahead todeal withtheir customerdirect, whichsaved alotof to-ing
and fro-ing.
Health and safetywasa main concern
Becauseof thenatureof thesite,our teamhad togothrough anumber
of hoopsonthesecurityfront. Oncethatwasout of theway, westarted
working closelywiththesite ownersand their constructioncompany. Alltheir managershad mycontactdetails
for urgentissues. Wealsoheld weeklyprojectupdatemeetings.
Theclientsmainconcernthroughoutwashealthand safety. Dueto thework
carried outatthesite, their musteralarmsand other securitylineshadtobein full working order atall times.
Imdelighted tosaythat theprojectwentvery well. Therewasnodisruptiontoservice. Infact, theone
and onlytimesomeonereported alinedown, theculpritturned outtobe a
faultyhandset!
From small line plant installation,to complete line plant re-routing
Re-routing lineplanton asensitivegovernment site, whilekeeping alarmsandsecuritylinesworking atall times1
8005_CNS_Brochure_4.indd 4 14/08/2012 14:07
When a car manufacturer decided to increasethesizeofth eir facility, theyalso needed a bigger commsroom, butat a differentlocation on thesame site.Theywerentexpecting a man in a van fromOpenreach to turn up, because
no onewasawareof theservicewrap thatCustomer Network Solutions(CNS)can provide.
OpenreachCNS projectmanagerMark Evansrecalls: Thecustomer
had ordered alineshiftusing thenormal businessprocess. Butwhatthey
weregoing toget, wasntwhattheyactuallyneeded. And suchalargeand
complex projectcouldntbe takenonsingle-handedly.
Ivisited thesiteand speltoutourcapabilitiestothemanufacturers
IT manager. Hewasdelighted tohearthathed beabletogetonwithhis
corebusiness, whilewemanaged hisinfrastructurerequirementsend-to-end.
Continuityofservice wasvital
Wewentonto work closelywiththemanufacturersIT teamand
their building contractors. Thecommunicationsprovider wasmore
thanhappytoentrustuswiththework. Their primeconsiderationwascontinuityof service.
Iputa surveyteamtogether andbriefed thembeforethey visitedthesite. Ialsoput aresourceteam
together engineerswhowerehighlyexperienced atthiskind of work. And,
all thewaythrough, Ipersonallymadesurethateveryonewas wheretheywere
supposed tobeatthe appointed time.
Icanreport thattherewasno breakinservice. Theprojectwasa great
success. Somuchso thatwevebeenasked tomanagesimilar projectsatthecar manufacturersother UK plants.
Bespoke approach to managingcomms room relocations
Co-ordinating theestablishmentof anewcomms roomfor acar manufacturer,and ensuring nobreak inservice2
8005_CNS_Brochure_4.indd 5 14/08/2012 14:07
Afranchiseeat a regionalairporthad paid theoperator a heftypremiumtolocatetheir new dutyfreeshop nextto passportcontrol. Thismeantit would
bethefirst to beseen bypassengersleaving theUKon businessor for theirholidays. Installing theshopsvoiceand data lines called for a flexibleapproach
fromOpenreach.
Customer Network Solutionsproject
manager Richard Knighttakesup thestory: Building work intheterminals
international departureloungemeantwehad tomoveone of our Distribution
Points(DPs)and itsassociated cabling.
Nightworking
Firstof all, wedid atap and verify
exerciseonthe existing linestoestablishwhichwerebeing used bya
bank. Thenwerelocated theDP andarranged for thebuilding contractor torunnewcabling fromittothe bank and
tothenewdutyfreeshop.
Wethenplanned theroutes, agreed
themwiththecontractor and theairportauthorities, madetherequired
connectionstothe DP and supplied thecabling itself.
Wedid mostof our work after 10pm,
whentherewerefar fewer flightsandthereforefar lesschanceof trip hazards
topassengers.
Bank staff had tobeonsite whenwetested and commissioned their lines.
Wedid thiswork outof normal workinghourstoo, soasnot tointerferewiththeir day-to-daybusiness.
Thedutyfree shop opened onthescheduled date, attheagreed time.
Their voiceand datalineswerein fullworking order. And Ihaveiton good
authoritythattheir tillshaventstoppedringing since!
Installing linesto anew dutyfreeshop withoutdisrupting thebank nextdoor
Relocating a Distribution Pointat an airport terminal
6
8005_CNS_Brochure_4.indd 9 14/08/2012 14:09
AcommunicationsproviderengagedOpenreachtoinstallandmaintainacopper
infrastructuretoconnectseveralbuildingsaroundalargecampus.Theircustomerwasanationalbroadcastingorganisation.Thecopperwouldbeusedtorun
existingvoiceservicesandtoprovidea basicbackupforfibre.Althoughtherewerechallengesinsortingouton-siteand off-sitewayleaves,oneofthemost important
Openreachrolesapartfromthe infrastructuredesignitselfwasanadvisoryone.
Customer Network Solutionsproject
manager Paul Hinchyexplains:Thecommunicationsprovider putusindirectcontact withtheir customers
projectteam. Thiswasessential withajob of thissizeand complexity.
Wehad regular three-waymeetings,
during whichweoffered in-depthtechnical adviceoncopper cablecapacityand cableresiliencebetween
buildings, aswell asoncableterminationsand our associated space
requirementswithincommsrooms.
Greatteam workingrelationships
Thefactthat everyonewasableto
expresstheir viewsinanatmosphereof opennessand completehonestywastheicing onthe cake. Ithelped to
build someof thefinestteamworkingrelationshipsIveever comeacross.
Our plannersknewwhatthey had
todo. And theydid it, creating aninfrastructuredesignthatwill stand
thetestof time. Our engineersontheground wentonto deliver the
reality. Of coursetherewerehiccupsalong theway. Buttheyweresortedoutindou ble-quick time, after a
phonecall tome.
Weprovided atotal servicewrapfor thisprojectand committed
totakeresponsibilityfor ongoinginfrastructuremaintenanceonthe
broadcasterscampus.
Theuseof copper for existing voiceservicesand asa backup for fibre
Advisory role in campusinfrastructure deployment
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Preparing for a major eventin London to bebroadcastthroughoutthe UKand around theworld meantOpenreach had to work closelywith numerous
communicationsproviders, their customersand other parties. Nothing could beleftto chance. Everything had to work likeclockwork on thebig day. And itdid.
Fromthevery firstmeeting withall thestakeholders, including theMetropolitanPolice, Royal Parks, Royal Household
and SecurityServices, CustomerNetwork Solutionsprojectmanager Dave
Matthewknewhehad hiswork cutout.Herecalls: Inviewof thefactthat there
wasntnearlyenoughcapacity along theroutetheprocession would take, thetimescaleswereveryambitious.
Around 700 additional lineswereneeded mostlycopper, althoughtherewasanelementof fibre. Wedelivered
therequired infrastructurebycreatingseveral temporaryPointsof Presence
insecurecompounds and runningcablestothem fromvariousvantage
pointsbetweenBuckinghamPalaceand Westminster Abbey.
Mitigating risk
Muchthoughtwas giventotechnologywiththepotential tocauseoutages.
Routersweredoubled-up and readyto beswitched over bystrategicallypositioned
engineers. Wealsosawto itthatsparecapacitywasavailableat keylocations.
Whether wewererunning our cables
throughtreesor along footways, publicsafetywasuppermostin our minds.Eventheslightestp ossibilityof overhead
cablesworking themselveslooseorunderfootcablescausing trip hazards
waseliminated.
Greatteamwork waskeyto thesuccessof thisproject notjustwith our
customersand theother stakeholders,butwithinOpenreachas well. The
virtual teamweputtogether consistedof regional eventco-ordinators,plannersand our engineersonthe
ground. Icantthank themenoughfor their sterling efforts.
Around 700 additional linesallowthe world toviewtheroute throughLondon
Providing broadcast capacityfor a Royal event in the capital
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With19millionmetresofcabling,the passivefibreinfrastructureOpenreachinstalledforacommunicationsprovidersland
developercustomerwasthelargestsuchdeploymentintheUK atthetime.The mainconcernfromthe Openreachperspectiverevolvedarounddesigninganinfrastructurethatwouldworkwiththe establishedducting.
LesleyKellett, whoheadsup theCustomer Network Solutionsproject
managementteam, says: Wedalreadyinstalled a4 millionmetrefibre
infrastructurefor another customer.And, atthetimeof thistender,wed justbeenappointed official
infrastructureprovider for theLondonOlympic &Paralympic Games. That
responsibilityinvolved well over 100millionmetresof passivefibre. So
our credibilityand theavailabilityofadequateengineering resourcewerenever inquestion.
Dealing with everyissue
Theinfrastructuredesignwasa
challenge, becausethebuildingcontractorshad installed theducting
beforewebecameinvolved. Evenso,withadedicated planning teamattheheartof things, itdidnttakeuslong to
comeup withasolution.
Thereweresensitivewayleaveissues.Buttheywere alwaysresolved quickly,
indiscussionswiththe land developer.Securitywasvery strict. Sowehad to
makesurethatour engineersworetheir ID badgesand carried theright
documentationatall times.
Theonlyother hurdlewasmethodstatements. Wecouldntusegeneric
statements. Wehad towriteanindividual method statementfor each
and everytypeof job wed bedoing,and thereweredozensof them!
Resourceand briefing werecritical,
of course. Wehad tohavetherightnumber of engineerson-site. And theyhad toknowexactly whattheywould
bedoing and exactlywherethey wouldbedoing itin advance. Weticked all
therightboxes and theoverall projectransmoothlyfromstart tofinish.
Bespoke infrastructure designaround established ducting
Dealing withsensitivewayleavesand installing 19 millionmetresof cabling13
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When a localauthoritywas planning a major culturaleventaround a city, itquicklybecameapparentthat theoverhead telephonecablesserving residential
propertiesalong theroutewould bean obstruction. So they called in Openreachto adviseon thebestwayforward.
Customer Network Solutionsprojectmanager Paul Jamessays: Duringthefirstmeeting, theauthoritys
head of roadworksand histeamwereverysecretiveabout thedetails.
Theywanted toavoid thepossibilityofanyinformationleaking outtothe press
and spoiling thesurprise.
However, after explaining thatwehandlealot of sensitivework forcustomersrightacrossgovernment
including projectsfor thesecurityservices and thattheycould rely
onthediscretion of Openreachpeople,theroadworksteamtook usinto
their confidence.
Straightforward solution
Itwasvital thattheydid so. Itsavedthemagreat deal of time, hassleand
unnecessaryexpense. Instead of movingthetelephonepoles whichwewere
fullyintending todo beforeweweremadeawareof thefull facts wecameup withamuch simpler, far morecost-
effectivesolution.
Our proposal involved twoteamsof engineers, oneatthe frontof the
processionand theother bringing uptherear. Thefirstteamdisconnected
thecablescrossing theroute.Thesecond teamreconnected them.
Itwasas straightforward asthat.
Eventhoughthe disconnectswouldbefor afewhoursat most, wewere
concerned abouttheHealth &Safetyimplicationsof linesbeing outofservice. Wediscussed theseconcerns
withtheauthority, whodecided toissueall theaffected residentswithmobile
phonesfor thedurationof theevent.
Preventing overhead cablesbeing anobstaclefor aprocessionthrough thecity
Route planning for a veryspecial event
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When thefacilitiesmanagement companyworking for a Commonwealth embassyin London wascontracted to
refurbish theembassyscommunicationscentre a smallofficeblock housing around 40 people thechangesmeantmoving a Distribution Point(DP).
Wedidnthavemuch internal re-wiringtodo, asweonlyhad tomovetheDP
totheother sideof thesamewall, saysOpenreachCustomer Network Solutions
projectmanager ScottLear. However,itwasntall plainsailing. Oneof thelineswasanMoD line, whichhad tobe
keptworking during theshift.
Sowedid whatwecall aNoBreakChangeover. Assoonas wegotthe MoD
lineworking onthenew DP cable, wesimplycutthe old one. Our engineer
thencalled aspecial number, tohavethelineverified assecuretoMoD
standards. Job done!
Working together
BeforewemetI had lotsof phonecallsand exchanged several emails
withthecustomer. Thefirstsitemeeting included other membersof the
Openreachteam, including aplannerand twosecurity-cleared engineers.
Thatearlypersonal contactproved to
bereallyvaluable. Itgaveme agoodfeel for thejob and for thecustomer.
And theyfeltmore confidentbecausetheyonlyhad onepersonto deal withtoo. Bythetimeweall metface-to-
face, everyonealreadyknewwhat wasexpected of themand bywhen.
Therewerenohitches during the
move. Everything wentwell. Ikeptthecustomer briefed. Theyweredelighted.
Sowastheir customer.
Security priority inDistribution Point shift
MoD lineto Commonwealthembassyin Londonrequires specialistattention14
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When a largelocalauthority decided to selloffa building on itsmain campus, their engineering contractorswerefacedwith a headache. Thelineplant providing theauthoritystelephonyservicesran through thebasementarea ofthe buildingin question. Thatwasunacceptableto theauthority. Theydidnt wantanyservices running through a third partyspremises.
TheOpenreachCustomer Network
Solutionsprojectmanager Mark Holdenwasquick torespond tothecontractorsrequestfor assistance. Hesays: Ivisited
thesite, assessed thesituation, gotaplanner intherethe nextdayand we
reported back withasolution lessthanaweek later.
Working closelywith thecontractor
Theend location theauthoritysTown
Hall wasntchanging, onlytheroute toit. Thatsaid, considering theamountof
civil engineering work wehad todo, thetimescaleswereextremelyshort.
Wefirstidentified theexisting cable
routes, theneveryworking circuit. Wethenplanned thenewroute, which
wentthroughthe footway, along the
carriagewayand back intotheTownHall adistanceof around 150 metres.
Tominimisedisruptiontoday-to-day
comingsand goings, our civil engineeringteamworked atnight. Therewerenoissuesaboutnoisenuisance, asthis
wasntapredominantlyresidential area.
Wedidntexperienceany problemsatall really, thankstothe factthatwe
worked socloselywith theengineeringcontractor, theauthorityitself and the
police.
Wecompleted thejob justahead of thedeadline, withoutanydisruption tothe
authoritystelephonyservices. Weevengotapat ontheback atthedebrief, for a
job well done.
New telephony services routedelivered ahead of schedule
Working withcivil engineersand thelocal authorityto connectthe TownHall10
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Abuildingcontractoremployedtorefurbishasmallblockof flatsbyahousingassociationwasfaced withatrickydilemma.
Theywereworkingontheflats onebyone.On thedaybeforeeachrefurbwasdueto start,theresidentswerebeingaskedtomovetoa temporaryflatwithinthesameblock.Asthey wereelderlypeople,theirtelephonelineswerequiteliterallytheir
lifelines.Alreadystressed,abreakinservicewasthelast thingtheyneeded.
OpenreachCustomer Network
Solutionsprojectmanager JimmyCookexplains: If thebuilding contractor
had notemployed usdirect, all thelineshiftsordered tothetemporaryflatand back totherefurbished
oneswould havebeendone onthepre-agreed days, atthepre-agreed
times, regardlessof whether or notthebuilding workshad beencompleted.
Contentmentfroma job welldone
Withusproject managing the
communicationssideof things, thecontractorsforemansimplycalled
meand told meexactlywheneachflatwould bereadyfor occupation.And Imadecertainthatour lads
weresquared up and on-site, asand whenrequired.
Thisproved tobea simplebuthighly
effectivesolutionto aprojectthathad thepotential tobecomeareal
nightmareif handled inadifferentway. Thecontractor wasover themoon. Ifeltgreat, too. Nothing beats
thepleasureof saying toacustomer,yes, Icansee exactlywhatyou want.
Wecando thatfor you.
Line shifts to suit the customer,not the system
Maintaining lifelinesfor theelderly inhousing associationflats15
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Whenacurrencyexchangecompanytookover acompetitoratan airportterminal,theywantedOpenreachtoprovideanall-newinfrastructuretoserve theirnew
booths.Thetimescaleswereshortandthe switchoverhadtobedonebetweenthehoursof11pmand3amon theappointedday.
Customer Network Solutionsprojectmanager DeanCook recalls: Thefirstchallengewastosort outanordering
issue. Thecustomer had goneaheadand ordered thelinestheyneeded
using thenormal automated process,notawarethat theywould berouted
over theexisting infrastructure.
Pulling outallthe stops
Our routing peoplespotted whattheyassumed tobean error astheboothswerealreadybeing served by
aworking infrastructure and puttheordersonhold. Sorting thatouttook
acoupleof dayswe could ill afford.
Itook control of thereinsfromthenon, priming our surveyorsand planners, ordering new
cable, reordering thelinesforthenewinfrastructurewed be
installing and booking therequiredengineering resource.
Wesoondiscovered theairportownersstipulationthatwe would
havetorun anynewcabling onfull containmentintheterminalsfalseceiling. Weimmediatelyre-
assessed thetimescales, worked outthatwecould still meetthedeadline
and reported thefactback toarelieved customer.
Fromthenon, wequiteliterallypulled
outall thestops, installing thecablingfor 30 newlinesand four powerful new
datacircuitsin record time. All thelineswereup and running atexactly3amonthe appointed day.
Installing a new infrastructure for afranchisee at an international airport
30 linesand four datacircuitsup and running tomeet3amdeadline11
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When Openreach wasapproached bya train operating companyin theprocessofhaving their stationsrefurbished, thesolution involved moving two Distribution
Pointsto a new temporarylocation, relocating themafter therefurbishmentandmaking suretherewasno disruption to servicealong theway.
Customer Network Solutionsprojectmanager Mark Broadleysays: Wedo
thatkind of work all thetimeand itsusuallyprettystraightforward. However,
whenyouappreciate howcommsrequirementsatrailwaystationshavechanged over time, suchrefurbishments
canthrowup uniquechallengesastheydid inthiscase.
Acostly oversight
Notsomany yearsago, trainoperatingcompaniesonlyrequired aphoneline.
Nowtheyalso need dedicated datalinesfor ticketoffices, franchises,
CCTV and alarms.
Theyvebecome24-hour businesses.And theyrightlydemand thattheir
communicationsareavailable24 hoursaday. Apartfromimpacting safetyand
security, losing adatalinefor evenashortperiod cancostthemand theirfranchiseeshard cash.
If wed beenengaged attheplanningstage, wewould havepresented thecustomer withanaccurate footprint
of all thelinesattheir stationinrelationtotheworks inhand. Theydidntdo
that, becausetheywerentaware ofour existence.
And becausethebuilderswerealreadyinchargewhen wearrived onthescene,
wehad tofind awayto work aroundtheir existing refurbishmentplan.
Fromthecustomersperspective, this
back-to-frontapproachcaused delayand added unnecessarycost. Butthey
werekeentolearn fromtheexperience.Werenowworking closelywiththe train
operating companyand their buildersattheplanning stageof eachof theirstationrefurbishments.
Keeping a 24-hour businessonline 24 hours a day
Relocating distributionpointswhilea trainoperator hasstationsrefurbished12
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To get in touch withour Customer NetworkSolutions team, visitwww.openreach.co.uk/cns
8005_CNS_Brochure_4.indd 19 14/08/2012 14:10
www.openreach.co.uk
Thetelecommunicationsservicesdescribedinthispublicationaresubjecttoavailabilityandmaybemodifiedfromtimetotime.ServicesandequipmentareprovidedsubjecttoBritishTelecommunicationsplcsrespectivestandardconditionsofcontract.Nothinginthispublicationformsanypartofanycontract.BT,Openreach,theBTlogoandtheOpenreachidentityaretrademarksofBritishTelecommunicationsplc.
BritishTelecommunicationsplc2012.Registeredoffice:81NewgateStreet,LondonEC1A7AJRegisteredinEnglandNo:1800000ProducedbyOpenreachDesignedbyWesthill.co.ukPrintedinEngland
PHME65339
Printedonpaperwhichmeetsinternationalenvironmentalstandards
Openreachinstalls,services,supportsandmaintainsthewiring,fibresandconnectionswhichlinktensof millionsofhomesandbusinessesinBritainto theircommunicationsprovidersnetworks.
ThroughtheCustomerNetworkSolutionsteam,ourexpertiseextendstoon-sitecablingsolutionsnationwide.
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Memories of life at A&O
AL AN PA UL
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We sortofgrew uptogetherat A&O from the time whenthere were only two ofcesoutside London- Brussels(whichIsetup) andDubai. He hasalwayshada very keensenseofhumourandability to make me laugha greatdeal. I verymuchenjoyedoverseastripswithhim especially the marketingvisitwe didto Delhi and Mumbai a few yearsago duringwhichIgreatly enjoyedwatching him atDelhi airporttrying tokeepcalm inthe face of massquestioning andexaminationby about4 ofcersofthe Indianarmy. Despite incidentslikethishe alwayshadaninternational outlook andwasverysupportive ofall ourearly attemptsto furtherinternationalisethe rm particularly inWesternandCEEurope and Russia.
Anothergreatincidentwaswhenwe took partinthe GreatCorporate DepartmentOutdoorAdventure inandaroundSeville in2006. Alandidnotreactat all well to the wigwamandthe one we were inwasfull ofchampionsnorers.
The nextmorning whenwe were onone ofthe exercisesina hire carAlansuggestedmaking a dashfora luxury hotelnearMarbella orto the nearestairport. Aswe drove along heseemedmore andmore determinedto do thisandhisfacebeganto lightupuntil one horrible realisationlteredthroughwhichsomeone inthe back pointedout. The Managementtook all ourpassportsbefore we setofffrom Madrid.
There wasno escape andAlansadandwistful checkedinto the selectedroadside hotel forthatevening. ItwasnotasI pointedoutto him a Leading Hotel ofthe Worldbutitwasnota wigwam. Anyway he softenedthe deprivationsanddiscomfortofthose fascinating few daysby keepingusendlessly amused.
MikeReynolds
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Alandidnotreactat allwelltothewigwam
MikeReynolds
Itis always greatwhen extraordinarypeopleremain modestHelgaVanPeer
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Iremembera dinnerthatwe heldforAlanandhislovely wife
inBeijing some yearsago whichwassoonafter the CorporatePartnershadheldtheir(now infamous) trek acrosstheSpanishwilderness. WhilstAlanwastelling the table aboutthe greatbenetsofthe trek, MrsPaul interjectedandsaidthatthe nexttime A&O wantsto spendthatmuchmoney ona camping trip, we shouldletherknow asshe wouldhappilyhostitin the Paulsback yardandbring outa full Englishbreakfasteachmorning. Forthatamountofmoney, wewouldevenbe permittedto use the bathroom facilities.
Will McAuliffe
Acouple ofmonthsbefore joining Allen& Overy inMay 2010Ihadmy partnerinterview andmetby chance Alanatthereceptiondesk ofthe Londonofce inthe morning ofthatday.He immediately recognisedmy face and cordially introducedme to otherLondonpartnersstanding aroundhim saying:ThisisChristian, ournew partner hey, Christian, youshouldagree ona meeting withthese guysguring outwhichoftheirclientstinyourportfolio andvice versa. Acouple ofhourslater, aftermy interview, Alaninvitedme forlunchandItoldhim thatone ofmy clientssharedwithme a nice warstory:he hadto participate ina supervisory boardmeeting andsimultaneously hadto tr avel by plane. So the company wouldbooka private jetenabling him to participate via telephone.Alansimply replied: Yes, thatsnormal, we do itall the time.This- atthe latest- wasthe momentwhenIknew thatIwouldjointhe rightrm.
Kindregards
ChristianEichner
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Alan is a legendary
A&O gure. One ofthe best M&A lawyersof his generation and
one of our most highly
respected partners.
DavidMorley
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Talking to RupertFaure-Walker, a corporate nance bankeratHSBCsinvestmentbank, inthe 1990sabouta completely
unrelatedmatter, Rupertsuddenly wentberserk andlaunchedinto a diatribe aboutAlanand hisappalling advice/behaviour.How coulda rm ofthe statusof A&O etc behave like this
etc. Itturnedoutwhatwasexercising RupertwasAlansidea,whichwassuccessful, so muchso thatthe TakeoverCodehadto be changedto outlaw it, inthe NorthernElectric bid,
whichallowedSBC (from memory) to take a hedged positioninthe targetstock, without breaching the Code. Public M&Ahasalwayshada hairy side to it, inthatyou take public
positionswithno negotiation, andinvite youropposition,attheirrelative leisure, to take a popatyou. Alanhasalwaysbeena masterofthatuniverse.
Inthe pre email worldsome ofuswere broughtupin, partnersusedto receive little brownenvelopesmarkedstrictly privateandcondential. Sometimesthese containedrandom conict
searches, othertimesimportantnancial news, like whatourdrawingswere. Inthe early 1990srecession, itbecame clearone nancial yearthatwe were going to comprehensively
missbudget. So in the classic postsummer/Septemberreassessmentofthe budget, the seniorpartnerdecidedthatdrawingsneededto be cutby 25%. Howeveras we were half
way throughthe year, thatmeantmonthly drawingswere cutby 50%. Inthose happy dayspartnerswere paidin 3 different
ways, rstby drawingsagainstyourbudgeteddraw forthecurrentyear, secondly by distributionsofthe leftoversfrom the
lastnancial year, whichwere oftenlarge givena conservativedrawingspolicy, andnally by occasional distributionsofunnecessary taxreserves.
AlanandI were thenjustonthe equity ladder, andthereforenotqualiedto receive eitherofthe latter2 formsof pay, andsolely reliantondrawings. Alan, who hadrecently returned
from secondmentatthe TakeoverPanel appearedinmy room,looking thoughtful andwavedthe saidbrownenvelope inthe airandaskedwhatIthought? Nota hell ofa lotinreality.
HoweverwhatIwas unaware ofwasthatAlan hadrecentlygotdivorced, andhe announcedthatthe new drawingsdidntevencoverhismaintenance to hisrstwife. ThereafterIwas
visitedby Julia Salt, anotherofour generation, who toldmethatshe hadrecently movedhouse, andhadbeenso shortofcashthatshe hadboughther new furniture onherA&O Amex
card; andthe bill hadjustcome inandshe wasntquite surewhatto do...
Richard Cranfeld
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During the 1980s, A&Os reputation withinthe clique that is the City of London grew steadily. If you had to point to one individual responsiblefor that (and why not) that person would beAlan Paul...Richard Cranfeld
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Alanwentto the TakeoverPanel whenhe wasquite a young
man. Itwasthe 80sand the TakeoverCode wasquite youngtoo. Forotheryoung lawyers(like me) itwasa new animal -notthe law butnot something youcouldignore either.Lotsofpushy young merchantbankerswere constantlytrying to testthe limits. Alanspatient, downto earthstyle,ashe pointedoutfawsin theirarguments, contributedmassively to their(andour) education.
StephenDenyer
Alanisalwayspositive andrespectful. Ihave knownhim since1997 whenIcalledhim to see whetherhe wasavailable todo a public bidfora Dutchcompany VediorNVonSelectaUK listedcompany. Alanwasvery approachable andIalwaysappreciatedworking withhim.
AnneliesvanderPauw
Well they saidI wouldandIguessI will butwontfully realise ituntil 1 May 2012. ThatswhenIknow justhow muchIll missworking foryou- all those tapes, docs, emails, pitches... andthentheresthathandwriting
The enormity ofyourcontributionto A&O isimpossible toquantify insucha small bookbutneedlessto say youvemade yourmarkhere onmany people in many ways.
Ive no doubtyoull be working the ADPmagic formanyyearsto come showing yournew colleagueshow itsdoneby the best.
Itsbeena privilege to workforyouandI hope yournew lifeturnsoutjustthe way you want. Youdeserve it. Take care.
DebbiePickernell
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Alanisfunt o be withanda topclassM&A lawyer.
These two qualitiesdo notalwaysgo together.
MarkWippell
Ihave knownAlansince Ijoined Allen& Overy. Iwill always
rememberhim assomeone whose unassuming mannerwasinversely proportionate to the respect he actually commandedfrom everyone aroundhim (we all know characterswhere that
worksthe otherway round, butprobably only one like him).
JohannesBruski
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Alan, thanksforsome greatmemories. Thatrstweek inAustralia will alwaysbe one ofthe very bestofmy career.
Youwere superbandyourwisdom, judgmentandsupportforthe venture were critical to itssuccess. We also hadalotoffun! Thanksalways forgiving me a warm welcome
atthe board, eveninthe testiermomentsof Japanetc.Looking forwardto staying intouchandplease letmeknow ifyouare heading thisway. Thanksso much,
the rm hasa huge amountto be grateful to youfor.
TomBrown
Ithasbeen a privilege andjoy to workwithyouoverthe last
20 years. Whateverthe transactionandhowevercomplex,youhave alwaysmade them fun.
Very bestwishes,
AdamCleal
Merci toi Alanpourtoutescesannes, pourtonsoutienindfectible ettonenthousiasme toute preuve. Bonvent
pourla suite.
Jean-ClaudeRivalland
April 1stinShanghai withAlanandhis Family. Alanyour
mischievousside will be missed. PRC customswouldbe proud. Please stay intouch.
VictorHo
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Thanks so much, the rm has ahuge amount to be grateful to you for
TomBrown
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Alanisa legendary A&O gure. One ofthe bestM&Alawyersofhisgenerationandone ofourmost highly respectedpartners. He isfamousforhis marketing andclienthandlingskills. Irememberthe partners conference inBarcelonawhere Mishal Husseininterviewedhim onstage infrontof500 partners, asking him how he did it. He wasso disarminglymodestbutso devastatingly effective inhisexplanationofwhatittakesto reel inthe clientthatmany partnerstoldmeafterwardsthatthey learnedmore from thatsessionthanfrom 100 hoursinthe classroom. He evendiscoveredthatMishalshusbandisanin-house lawyerandpromptly handedherhisbusinesscardto passonto him! Alanalwaysheldthe rmsvaluesvery dear. Asa board member, electedforsuccessive terms, he wouldalwaysbe the rstto questionanything whichmightbe interpretedascontrary to ourcorevaluesandprinciples. He isa strong believerinfairnessanddue process, importantprinciplesthatmightoccasionally havebeenlesswell heededthanthey shouldbe - to the long termdetrimentofthe rm - withoutAlansvigilance. Alanisalso aninternationalist. He consistently supportsthe long term globalgrowthofthe rm. He hasneverbeenafraidto getona planeto y somewhere to supporta fellow partner, make a pitchfornew businessorsimply to show supportforanofce orgroupofpartners. He isa greatsupporterofthe effortsofyoungerpartnersandwentoutofhis way to praise andencourageyoung partnersintheirefforts. He hasmade a massivecontributionoverthe yearsandwill be missed.
David Morley
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Im really going to miss Alans pragmatic,no-nonsense approach to everythingJonathanBrayne
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AlanandI rstmetin 1978 whenhe wasa new articledclerk (trainee) andIwasa newly qualiedassistantsolicitor(associate). We boththenworkedforthe legendary Stuart
Menzies, a formidable seniorpartnerwithgreat clientskills.Ithenwent offonsecondmentfor two yearsto the StockExchange and, some time afterIreturned, Alanwentofffor
two yearsto the TakeoverPanel. Onhisreturn, Alanwasinstrumental inintroducing the novel conceptofmarketing(whichwe now call BD butwhichinthose distanttimeswas
viewedby many witha mixture ofdisdainandsuspicion).
Alanwaswell aheadofhis time inrecognising, andpersuadingothersto recognise, the needto bring innew businessand
to look afteryourclients(both onandoff deal). Thathasbeenone ofhisgreatestcontributionsto the rm. Aswell asbeinga very cleverlawyer, Alanisable to thinkstrategically and
see the big picture - whichmade him well qualiedto be anindependentmemberofthe Board. He hasa greatsense ofhumouranddoesnot take himselftoo seriously - qualities
thathave made him funto work withandanexcellentmentor. Iam sure he will be equally successful inthenextstage ofhiscareer.
Paul Crook
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DearAlan
Thanksforalwaystaking time to respondto the mails, formaking me feel partofit from the startandwheneverwespoke, forbeing a true meritocratanda democrat, forbuildingsucha successstory. Itisalwaysgreatwhenextraordinarypeople remainmodest.
We will missyou.
HelgavanPeer
Thank youAlanforbeing brave enoughto admitpublicly atourPartners Retreatthatyoudontlike going to the operawithclients. Many ofusfeel the same way butdidntknowwe were allowedto say so outloud.
Bestwishes,
JudithGill
Alanwasone ofthe people who interviewedme whenIwasjoining A&O andfrom thatvery early pointhe made a positiveimpressiononme. Ivery muchenjoyedworking withAlaninhismanagementrole whichalwayscame witha principledapproachto doing the rightthing. Ialso learnedabouthisdry sense ofhumour, discovering thathistolerance fortoomuchtalkaboutstrategy haditslimitswhenhe describedanexercise Iwasrunning involving post-itnotesona boardasa parlourgame. We gotthe desiredresultinthe end, butwithfewersticky notes.
JamesHumphrey
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AlanandIstartedwork onthe same day inearly 1978.He wasa keenfootballerinthose daysand, like me, joinedtheCompany Departmentonqualifying in1980. He wasunusualinthathe appearedto have some detailedknowledge ofthelaw andhe also soongainedconsiderable experience ofthefundsandinvestorswho were the precursorsofthe modernprivate equity market.
We became partnersonthe same day in1985 andAlanbroke new groundby going on a secondmentto the TakeoverPanel. Histime there lefthim witha unique knowledge andperspective ofbothpublic takeoversandprivate equityinvestmentsandIknow ofno practitionerwho hadsucha commandofboththose worlds.
We bothlatterly foundourselvestogetheronthe PartnershipBoardafterthe rm hadtransformeditselfinto an internationalbusiness. Alanbroughta characteristic considerationfortheinterestsandwelfare ofindividual people into the increasinglycorporate environmentofthe rmsgovernance. Withoutthisbalance, the rm wouldhave riskedlosing itscharacterandindividuality - qualitieswhichhave alwaysbeenpersoniedby
Alanpersonally.
Guy Beringer
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Alan
Thank youforall yoursupport overthe years. Youhavebeena fantastic championofbestpractice inMarketing,
BD & Comms. Inparticular, youhelpedusgetfrom step1 ofthe brandrefreshproject(whenwe were notallowedto use the wordbrand!) to the presentday whenthe
partnershipregardsthe brandasone ofthe rmsgreatestassets. Youhave tirelessly putthe clientatthe forefrontofourstrategic prioritiesandinspiredcondence inthe effortsof
the Marketing & BD functionto advance our networking andclientrelationshipmanagementactivities. Inbetweenall thisyoufoundtime to be voteda sexsymbol inyour50s. Asmy
childrenwouldsay, respect!
Iwishyou all the very bestforthe future. Iwouldvery muchlike to stay intouchandhearaboutyour new ventures.
Regards
Richard Grove
Alanthanksso muchforyour guidance andsupportovertheyears. Youwill be missedbuthope to keepintouchin the
future inotherventures.
Iigo Gomez-Jordana
Irememberasa seniorassociate going ona development
course andbeing askedto name a role model.
One ofmy fellow associates, who isnow a partnerinLondonCorporate, chose Alan. He saidthiswas becausehe admiredthe way Alancouldtake a room full ofbig egos
ona complicatedtransaction, andgently steerthe key peopleto agree withhisapproach, by suggesting ideasto them andmaking them think they were theirown, without them ever
realising Alanwasdictating the outcome.
Surely thatsa personal quality to admire.
TomLevine
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Iwouldlike notedplease inAlansbook thatinmy view hemade aninvaluable contributionto the establishmentofthe
Australianofces.
Hisgoodhumour, judgementandwisdom were ofgreatbenet- andthe Australianpartnershave greataffectionforhim asa result.
GrantFuzi
Irst metAlanquite recently, whenJohnGeraghty andIwererstintroducedto Allen& Overy inMarch2010. Alanand
Andrew Ballheimerwere the rstfacesof the rm we saw.Itis hardto imagine a more professional orcharming pairing.
Afterourinitial meeting, Alanwasintouch to say thatthe rm
wouldlike to take thingsforwardand he became the primarypointofcontactand continuity. Itwasa pleasure to deal withhim. Everresponsive andattentive, he wasperceptive tothe difcultiesofourpotential leaving (HerbertSmithwasto
conrm oursuspicionsthatourswouldnot be aneasy leaving)andthe benetsofour having a growing connectionto ournew rm asthe joining processmovedon.
Alanhascontinuedto play a very importantrole forme andIhave come to value highly hissage counsel. Althoughourtimetogetheratthe rm hasnotbeenso long, ithasbeena delight
to have him asa partnerandIwill misshis unfailingly friendlyandpositive nature andhiseasy wisdom.
Iwishhim all goodthingsin thisnextstep inhiscareerand
whatwill, Iam sure, be his continuing success. Ilook forwardto staying intouch.
Paul Grifn
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Alan,
We have knowneachothersince 2000. Iremembermy rstone-on-one conversationwithyou asifit happenedyesterday. Itwaslate atnightata bar inone ofthe hotelsclose to Heathrow. Ihadbeeninvitedto presentthe case forthe Belgianmergeratthe endofa partnerretreat. My ighthadbeen cancelled, so everybodyhadbeenwaiting for9 0 minutesona Friday late afternoon, mostofthe attendantswanting to rushhome. After the presentationandthe dinner(anda couple ofdrinks) the two ofus endedupatthe bar. Youkickedoff by saying Ihadpresenteda pretty goodshow butchallengedme onwhy A&O wouldtake onsucha largegroupof Belgianpartners. Why hadInot considereda movewithjust4 or5 partnersandthe bestassociates?Whatistheaddedvalue ofa biggergroup We wentonforan hour. Iwaspuzzledby yourquestionsas Icouldnot believe youseriouslythoughtI wouldleave my partnersbehind, having hada mandateto negotiate withA&O ontheirbehalf. Also, yourquestionscamevery late inthe processasthe vote onthe mergerwasout. Iwaspuzzled, butitwasthe rststepin getting to know youand yourgenuine care forA&O, itspartnersanditsclients.
Ittook me a while andmany surprising questionsfrom youtounderstandthat: yourquestionback in2000 andlateras anIPDcame from a perfectreading ofthe partnershipandthe concernspartnershave aboutongoing initiatives. Ihave oftenthoughtyourmethodiscomparable to the one ofa journalist. Yougo aroundandgatherviews, youtake pollsofpartners, keepyoursourcesanonymousandbefore decisionsare takenyou share the resultofyour investigationwiththe decisionmakers. Very effective, veryuseful andsometimessurprising, maybe a bitlast-minute aswell.Foryears we wouldgetanemail from youthe nightbefore theBoardmeeting withthe resultsofyourlast weekspoll combinedwitha requestto deal withitatthe nextdaysBoardmeeting.Butthese initiativeshave helpedmove the partnershipinthe rightdirection. Ihave beengoing throughsome ofyouremails andfoundan example ofyourjourno style lastminute writing ofshortopinionpieces.
Email from youto Davidandme, dated19 Novemberfor Boardmeeting on21 November2008 (obviously afterthe agenda forthatmeeting hadgone out!):
One topic.iswhetherwe shouldbe giving seriousconsiderationto opening anofce inQatarsoonerratherthanlater.
Iam convincedthatif we cando itisrightto be inQatar:particularly true ifwe wantto tapthe work thatthe cashgeneratedinQatar isgoing to produce. Anumberof rmshaveopenedthere andIbelieve thatthe positionisgoing to be like
AbuDhabi; unlessyouare there thenyou will notbe a rstchoiceforwork. Itseemsto me thatifwe couldgetQatarinstitutionsto make rightnoisesatusabout the possible work thenthisissomething we shouldseriously be looking atnow. We could missa boat. Please coulditgo onthe Boardagenda. For there to be ameaningful discussionIsuspectone needssome inputfrom theMiddle East- Iknow Andrew Schoorlemmerismaking enquiriesofthe team downthere.
Icannotbelieve youexpectedus to deal withhisrequestwithinthe next24 hoursbutwe all know whathappenedafter thatandittellsyou how importantyour last-minute opinionpieceshavebeenforthe rm.
Yourcontributionasa board memberhasbeengreat butyourreal strengthhasalwaysbeenon the clientrelationshipmanagementside. Atthe rstpartnersconference inBarcelonayouintroducedthe partnershipto yourapproachto clientrelationshipsandhow to keeprelationswithclientsgoing offdeal, mentioning very simple habits: Icall atleastone clientaday forno reason, justto show him thatwe are thinking ofhim.
Thatdidinspire a lotof partnersandwe have moveda long waysince then.
Youplayeda key role inmany of ourmajor clientrelations.Irecently hadanothervery goodexample whenwe announcedtoGEthatyou were retiring from the rm.Itcauseda bitof a panic atthe GCsofce inFaireld,so they decidedto immediately getonthe phone to me explainingthatitwould be impossible to replace youasrelationshippartner,thatthey were really worriedaboutit, thatthey expectedpersonalinvolvementfrom me to assure them thatthey wouldcontinue togetthe same attentionasthey gotfrom youandthat itneededtobe a very seniorpartnerwho knowshow boardroomsoperate.Ittook a tripto Faireldfrom me and4 other partners, followedby a tripby youanda detailedrelationshipplanto putthem atease. Alan, youare a hardactto follow!
Take care.
WimDejonghe
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Alanhasalwaysstruck me asa consummate professionalwho gainedclients condence by telling them how itis - if
there were problemshe wouldtell them, he wouldnotpretendto know something he didntandclientsgreatly admiredhishonesty. Irememberhandling withhim a very tricky problem
witha leading clientof the rm who were unhappy aboutanaspectofour advice (notAlans). Alanquickly gainedthe clients trustby being honestaboutwhatwe had donewell andwhatmay nothave gone so well. The clientsreally
appreciatedthisfranknesswhichproducedfrom them agreaterunderstanding ofourperspective onthe deal.
The issue wasquickly resolvedto the satisfactionofthe
clientina way whichwe also feltwasfair. Alansrole inthiswaskey, aswere hislighttouchand ready sense ofhumour.
Andrew Clark
Alanhascontributedoverthe yearsan immense amounttothe rm. Hislegacy ofhighprole deal-making will go down
inthe annalsofthe Corporate Practice asamong the verybest, ifnotthe best. Inparticular, inthe 1980sand1990s,he wasinthe forefrontof re-inventing ourCorporate offering,using the combinationofhisexperience atthe TakeoverPanel,
hisgreatintellectandhis engaging personality andhumourto fantastic effect.
He hasalso representedto many the embodimentof the A&O
Partner - talented, personable, collegiate andprincipled.
We shall missyouAlan. Onbehalfof the Corporate Practice,we are very grateful forall thatyouhave contributedandproudto have beenyourpartner.
Bestwishesfort he nextchapterofyour career.
Andrew Ballheimer
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Alan, you are a hard
act to follow!
Wim Dejonghe
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Metlife
Gilmex
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Career Teachers
4th Floor
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23 Camomile Street
London EC3A 7LL
www.careerteachers.co.uk
WAYNE McERLANESenior Consultant
Mob: 07803 020 977
Tel: (0 )20 7382 4270
Fax: (0 )20 7628 4398
Email: [email protected]
Career Teachers
4th Floor
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London EC3A 7LL
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Legal Recruitment Agencyof the Year 2002 and 2003
Teaching is the art
of inspiring minds
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4th Floor
Camomile Court
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looking out for you
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WHATS INCLUDEDTake onany of ourMoonrides(orall three!) as asolorider,orwitha team of friends, familyor colleagues. However youride, youll befullysupported from the start to thefinish line...
PRE-CHALLENGE
Onlineresource area - training plans &kit lists. Urban & nightcycling guide. Access to detailedroute info &GPS files. Whynot get branded merchandise foryou + your team!DURING CHALLENGE
Rider safetypack - energysupplies, maps& hi-vis. Fullysigned & mappedroute. Energydrinks & snack stops en-route. Hot mealfeast at halfwaypoint. Professionalroaming bike mechanics.
Event medics,support vehicles & cycle guides. Public &personalliability insurance.
POST CHALLENGE
Afinishers medal!
Celebratorybreakfast (supporters welcome). Free bike transfer service back toLondon. Optionalextra- coachreturnservice.
MORE KEY POINTS
Allbikes are welcome, inc. road,mountain, tandems &BMX. For allcycling experiences - its your challenge,at your pace.
Fantasticgroupcycling with plentyof space onthe road.
Meet fellowMoonriders online- talk trainingand fundraising! Moonriders onFacebook: facebook.com/moonridersseries
www.moonriders.co.ukwww.moonriders.co.uk
MOONRIDERS
Experienceourunique Moonridersseries,as wepresent three100km ridesfor 2013.Cycle cityto cityon ourLondonto Cambridgechallenge, tacklethe iconicLondon to Brightonroute, or experiencea Halloweentour of thecapital.Enjoythe partyatmosphere, experiencecyclingat itsmost exciting, andtake ona challengeyouwont soonforget!
Takepart in this breathtakingnight ride, cycling under themoonlight from thecapitalto Cambridge. BegininEast London, as youset out towards the sleepyvillages and towns of Hertfordshireand Cambridgeshire. Experiencerealteamcamaraderiepedallingunder thestars, as youride tomeet thesunriseover thehistoric cityof Cambridge. Enter the cityof cycling on clear, emptyroads, andberewarded witha wellearnedcelebratory breakfast withfriends andfamily.
London 2 Cambridge - 10th May 2013
London 2 Brighton - 12th July 2013
Theres no other London to Brighton ridelikeMoonriders! Cycleone of the mosticonic routes in the UK, under a moonli t night, decorated by yourfel lowflorescent riders. Begin in Olympic territory in Stratford, leaving the Londonlights for therural countrysideof Surreyand Sussex. Climbthe infamous hill ofDitchlingBeacon - one of the highest points across theSouth Downs, beforearrivinginto Brightonto acelebration breakfast.
Halloween Special - 25th October 2013
Get readytopass thehaunted landmarks onthis spookytour of London, inourHalloween Special. As the mooncasts shadows across the eerilydark streets,joinhundreds of other riders onour creepy cycle of the city. Enjoythe partyatmosphereand pedal your waybetween the frighteningpit stops. A ridefull ofsurprises ontheway, this is onenot tobe missed!
NOT JUST ANY BIKE RIDES - THESE ARE MOONRIDES!
How much doesit costto takepart? Youcansignupto the chal lengebychoosingoneof twooptions:
1. Fundraisea minimum fundraisingtarget of 300for acharity of yourchoice:
49toregisterontoyourchosenchal lenge.
Commit toa minimum sponsorshiptarget of 300.
50%of this target is due6weeks priorto thechallenge.
Theremainingbalance is due4 weeks after.
2. Choosetopayown costs. Therearetwooptions & bothinclude20donationto charitypartner of your choice:
139 - tobepaidinFULLbycard.
49 - registration fee, thenfurther99paid6weeks priorto theMoonride.
Who can I fundraisefor?Weofferyou aful l l ist of partner charities tochoosefrom,whichcanbefound onour website. If youwish to support acharity that isnt listed, pleasecontact themdirectlyand inform them of our challenge. Wecan then takeit from there!
Whatsincluded?
Pre-event support withfundraising &training advice+ routeGPS.
Personalliability& personalaccident insurance.
Arider safetypack.
Fullysigned& controlledroute.
2water / rest stops enroute.
Hot mealstopat the midpoint.
Embeddedsupport riders/vehicles, bikemechanics &medics.
Celebratorybreakfast.
Complimentarybikereturn service.
Bookablereturn coachservice toLondon.
How tough isthechallenge?
Theride is challenging, and 100km inthesaddle is agoodride-out evenfor regularcycl ists. Weadvisethat youtrainin thebui ldupand get usedtocycl ingat night,
especiallyinan urbanarea. Althoughtough, it is achievablefor anyone!
How will I find myway?Theroute willbe wellsigned, usingreflective signagewithglow sticks whereappropriate. Youllalsobe issuedwith personalrider maps as abackup. Support
cyclists areembeddedto theride in orderto assist at awkward junctions.
Whatis night cycling like?Visibilityis obviouslyreduced, withdepthperception andjudging distances moredifficult. Its askill we adviseto practicein thecompany of others. Its best tobecomfortablewith ridinglong distances inthe dark, relyingoncycle lights only. But itis athrillingexperience, andyoull receivea full night cyclingguideupon signingup!
How often aretherest stops?Thereare energysnack stops alongthe routeapproximately every20-30km. At thehalfwaypoint there is ahot meal stop, including toilets, medics, bikemechanics,andanareatosit down andrelax.
How should I select mystart time?
Whensigningup tothe chal lenge, youl l needto select your preferredstart timew indow fo r the n i gh t. We l l then try to a l locate a s tar t t i me based on yourpreference. If signingupas part of a larger team orwitha groupof friends, werecommendyouallchoosethesamestart timewindowsoyoucanset off together.
Whathappenst o mybaggage?Therewillbe anoptionalservicefortransportingyour baggagefrom thestart tothe
finishof thechallenge. The fullcost details andinstructions onhowto book willbeavailableonceyouvesignedupto theevent.
How do I transport mybikeback from finish?At the finishes of the London 2 Cambridge and London 2 Brighton Moonriders
challenges, there wil l be afree of chargebike returnserviceback to London.Alternatively, weadvice contactinglocal rail companies andstations to check if youcantakeyourbikeonthe traintotravelwith. OurHalloweenMoonride is a loop, soyoullbeginand finishin East London.
Whatinsurance do I require?Youl lbe insured byActionChallenge forPersonalLiabi li tyand Accident Cover.Bikeinsuranceisnt compulsorybut highlyrecommended, andis downto you.
Can I sign up to morethan one challenge?Yes, absolutely! Youcan signup toone, two, or all threeof our Moonrides.
How do I sign up?Visit our website: www.moonriders.co.uk and click RegisterNow! From there,you'llbeableto choose whichMoonrideyou'd l iketotakeon- seeyouin2013!If youhave any further questions, pleasecontact the teamon:[email protected] 0207 6096695
.
FAQS
www.moonriders.co.uk
HOW TO JOIN
You can either sign up by selecting to fundraise for your chosencharity, or by paying your own costs. Register online atwww.moonriders.co.ukOPTION 1: FUNDRAISE FOR CHARITY
Moonriders is a great opportunityto fundraise fora charityof your choice!
Registrationfeeof 49.
Fundraisingcommitment of 300per rider.
50%of this pledgepaidtoyourcharityideally6weekspriortochallenge.
Your charitypays thebalancefor your place onthe ridefrom that sponsorship.
Remaining50% is dueto your charityideallyno laterthan 4weeks after.
OPTION 2: SELF FUND
Or, payfor thefullcost of your placeon theride. Youhave 2 optionshere&each includes a 20 donation toone of our Charity Partnersof your choice. 139 - tobe paidinfull bycardwhensigningup.
49 - registrationfee online, thenfurther 99paid 6weeks priorto Moonride.
VISIT THE CHALLENGE WEBSITE
Registrationonto the challenge is via thewebsite, which also hasfull detailsof the route, itineraries,event rules, whatsincludedandmuch more.If youhave anyquestionspriorto signingup, or want to speak toour teamaboutthechallenge, please contactus on:
[email protected] - 0207 609 6695
www.moonriders.co.uk
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08:00BuffetBreakfast
10.00Smallerchildren with Sirander(0-6years)
10.00Youngpersons 7 18 yearspresentto Adults-
11.00EducationCommitt eeupdate
11.30Groupteam building(Adultsa nd Children)
13.00Guestsdepart forGstaad station
Friday 28th June 2013 Al-Muhaidib Family RetreatGrand Hotel Park,Gstaad,Switzerland
26th 28th June 2013
Imhavinga goodtime
13.15Buffet lunchwith Magician
14.45Smallerchildren withSiranda(0 6 years)
14.45Teachingyoung personsbusiness (7-18 years) -Jeff Brown
14.45Introduction
15.00NutritionProgramme
15.30Principal Story,FamilyLegacyand Values
16.153G-C LearningFrom LivingandLearningAbroad
16.45Presentingabout Photography
17.00TeamBuildingActivities
19.00Leisure TimeSwimmingpoolFemalesand Children/ SpaTreatments
21.30DinnerwithDJ
08:00Buffet Breakfast
10:00Smallerchildrenwith Siranda(0 6 years)
10:00CookerySmallerChildren (3-6 years)
10.00Teachingyoung personsbusiness (7-18 years) - Jeff Brown
10.00Valuesfromthe Female Retreat(Adults)
10.30Charityupdate and contest update
11.30Coffee Break
11.30Adult businesssession -Jeff Brown
12.00Young personsactivity with Outward Bound(7-18years)
13.00Buffet Lunch
15.00Team Building Activities
15.00SmallerChildren withSiranda (0-6 years)
17.30
Leisure TImeSwimmingpool Males
and youngchildren (7-18 yearolds from19.00) /Spa Treatments
18.00Youngpersons preparationsession(7-18 years) - Jeff Brown
21.30DinnerwithDJ
Wedn es day 2 6t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3
08:00Buffetbreakfast
10.00Smallerchildren with Siranda(0-6years)
10.00Youngpersons 7 18 yearspresentto adults-
11.00EducationCommitt eeupdate
11.30Groupteam building(adults and children)
13.00Guestsdepart forGstaad station
Friday 28th June 2013 Al-Muhaidib Family RetreatGrand Hotel Park,Gstaad,Switzerland
26th 28th June 2013
havinga goodtime
13.15Buffet lunchwith magician
14.45Smallerchildrenwith Siranda(0 6 years)
14.45Teachingyoung personsbusiness (7-18 years) - Jeff Brown
14.45Introduction
15.00NutritionProgramme
15.30Principal Story,FamilyLegacyand Values
16.153G-C Learningfrom Livingand LearningAbroad
16.45Presentingabout Photography
17.00Teambuilding activities
19.00Leisure TimeSwimmingpoolFemalesand ChildrenSpaTreatments
21.30DinnerwithDJ
08:00Buffet breakfast
10:00Smallerchildrenwith Siranda(0 6 years)
10:00
CookerySmallerchildren(3-6 years)
10.00Teachingyoung personsbusiness (7-18 years) - Jeff Brown
10.00Valuesfromthe female retreat(Adults)
10.30Charityupdate and contest update
11.30Coffee break
11.45Adult businesssession -Jeff Brown
12.00Youngpersons activitywith Outward Bound(7-18 years)
13.00Buffet lunch
15.00TeamBuilding Activities
15.00Smallerchildrenwith Siranda(0-6 years)
17.30
Leisure TImeSwimmingpoolMalesand childrenSpaTreatments
(7-18 yearolds from19.00)
18.00Youngpersons preparationsession(7-18 years) - Jeff Brown
21.30DinnerwithDJ
Wedn es day 2 6t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3 T hu rs day 2 7t h J un e 2 01 3
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