Bill Marsden

Bill Marsden MAPM 


Summary Profile

  • An experienced Project and Programme Manager, PRINCE2 practitioner, specialising in healthcare projects and with experience in transport, energy and economic regeneration.
  • An excellent communicator, able to bring stakeholders together and deliver projects with a high level of professionalism to achieve business objectives.
  • I am an expert in Business Case development, and highly skilled in project scheduling and risk management.
  • Able to lead major procurement exercises under EU public sector procurement law.
  • Seeking to help transform clients’ businesses through project initiation, planning and delivery.


PRINCE2 practitioner, 2009

 Postgraduate Diploma in Project Leadership, Lancaster University, 2003

 Masters Degree in Business Administration, Wolverhampton University Business School (1992-93)

Bachelor of Arts (Honours), Wolverhampton University (1984-88)

Construction Skills Certification Scheme (CSCS) white card holder, 2018

Career Details

March 2018 – Oct 2019: Senior Project Manager, Turner & Townsend

  • Returning to my roots as a Project Manager, I have delivered three major refurbishment projects to a heritage-listed British Airways engineering building at Heathrow, value approximately £3m.

Jan 2015 – present: Consultant and Project Manager, Artelia UK

  • Project managing the Business Case development for two major projects to improve the estate at Epsom General Hospital, one having been approved by the NHS Regulator with works now in progress on site, the second in Business Case development.
  • Completion of Outline Business Case for a new-build capital project for Princess Alexandra Hospital Harlow, to improve the Emergency Care pathway.
  • Development of a Business Case for expansion of Psychiatric Intensive Care for Dorset Healthcare.  This was approved, with the new facility now in operation.
  • Advising on Business Case methodology, and the Treasury’s Green Book guidance.

October 2015 – present: Business Case Consultant, Re Solutions

  • I have recently teamed up with this start-up consultancy to pursue project opportunities together
  • I successfully developed an Outline Business Case (OBC) for a major whole-hospital refurbishment project, valued in the tens of millions.  The scheme is now in progress.
  • Produced a Strategic Outline Case for transformation of community services in Lewisham, and their integration with General Practice and Social Care.

July 2012 – present: Consultant, The Royal Marsden NHS Foundation Trust

  • For this world leading cancer centre, I have delivered a number of small-scale business projects, and I advise the Director of Projects and Estates on commercial matters relating to community healthcare properties.
  • I carried out benchmarking of Estates and FM services costs, enabling the client to successfully challenge elements of their service charges in leasehold premises.
  • Conducted occupancy surveys and developed a database to aid occupancy management; assisted in rationalisation of the client’s community estate.
  • Developed a Business Case template and collaborated on an investment appraisal model.

 Feb 2012 – Jan 2015: Consultant, CPC Project Services LLP

  • Produced Business Cases to gain approval for projects to be procured under LIFT and Third-Party Developer (forms of Public-Private Partnership) procurement routes, to deliver new primary healthcare facilities in the West Midlands.
  • Multiple projects for South London and Maudsley NHS FT, as shown below.

June 2011 – Jan 2015: Business Case Consultant, South London and Maudsley NHS Foundation Trust

  • South London and the Maudsley NHS Foundation Trust provides the widest range of NHS mental health services in the UK, and is part of King’s Health Partners Academic Health Sciences Centre.  I was responsible for investment appraisal for capital projects, producing more than twenty robust Business Cases and obtaining funding approval.
  • Acted as Project Manager during the Business Case stages of multiple clinical projects.
  • Produced a specification for an OJEU procurement exercise for staff safety alarms, a £6m project.
  • Collaborated on process improvements to accelerate the progress of projects through the planning and approval stages.

 July 2010 – July 2012: Associate Director of Estates, NHS Herefordshire

  • Combining the roles of operational management (buildings maintenance, fire safety, waste, laundry and transport services) and strategic estates leadership in this former Primary Care Trust (PCT).  Member of a team planning the creation of a new Shared Services organisation for local Government and healthcare Estates and Facilities management, including organisation design and option appraisal.
  • Led the development of a programme of CO2 emissions reduction projects and other schemes to meet sustainability and cost savings targets.
  • Carried out detailed appraisal of the organisation’s 38 buildings (total 30,000 m2) as preparation for dividing the PCT’s assets following reorganisation of the NHS locally.

 Nov 2009 – July 2010: Project Manager, Medical and Dental Education Commissioning System (MDECS), London Strategic Health Authority

  • Project management of the creation of a new commissioning function and competitive provider market for the training of all doctors and dentists in London (accounting for one quarter of all the country’s medical education, and on which c £700m per annum is spent), project value c £10m.
  • Ensuring integration at programme level of multiple project work streams, across different agencies.  Identifying risks, issues and dependencies and devising means of managing these.

Jan 2004 – July 2009: Programme Manager, then Head of Estates Strategy and Planning, Imperial College Healthcare NHS Trust (and Programme Manager for Hammersmith Hospitals NHS Trust, prior to merger and creation of Imperial College Healthcare).

  • Programme Manager of the capital investment programme in the then largest NHS Trust.  I was responsible for the planning and priority scheduling of around 200 projects, with varied business objectives, and an overall capital value of around £70m per annum.
  • Reported progress to Board level, working closely with executive directors and senior clinical staff to develop project proposals and business cases from their clinical service priorities.
  • Responsible for space planning of more than 300,000 m2 of real estate.
  • Headed the Estates Programme Management Office (PMO) and successfully merged and restructured two departments.
  • Led the set-up of the PMO, implementing programme management methods new to the organisation.  I designed the PMO to provide monitoring and controls, project governance and to act as a strategic partner to project clients, guiding them through the stages of project inception, business case appraisal, project approval, and post-completion.
  • With sign-up from professional groups across the hospitals, the PMO brought the capital programme more closely into line with the organisation’s strategic goals.
  • Among the strategic projects I was instrumental in getting off the ground were: enabling a major cardio-vascular research centre (£100m approx.); an automated Pathology laboratory (£3m approx.); a 72-hour Day Surgery centre (£4m approx.); a Cardiac surgery centre (£6m approx.); a regional Hyper Acute Stroke Unit (£4m approx.); a large number of ward refurbishments; and state of the art imaging suites (PET/CT, MRI and CT scanning).
  • In collaboration with the Finance team I improved the organisation’s ability to forecast and meet cash flow targets.

March 1999 – June 2004: Projects Services Manager, Hammersmith Hospitals NHS Trust

  • A project support role, principally providing project planning, monitoring and reporting.
  • Ran an executive committee that prioritised, appraised and monitored capital projects.
  • Responsible for commercial property management with a budget of £5m per annum, achieving income improvement targets each year.  My team increased rental income by approximately 50% over four years.

 September 1998 – March 1999: Interim Manager, HR projects, Esso Petroleum Co. Ltd

  • I managed the implementation of a new Information System to calculate pay awards.
  • Ensured the provision of personnel benefits to all UK staff. I achieved the orderly application of employee benefits during a period of company restructuring in UK.

 Sept 1997 – Sept 1998: Business Manager, Wandsworth Community Health Trust

  • I was responsible for implementing a change programme for devolving management to the nursing teams, which we got off the ground successfully within a year.
  • Developed and implemented procedures and a staff development programme to ensure nursing teams had the capability to be self-managing.

July 1996 – Sept 1997: temporary roles, following redundancy.

Jan 1989 – July 1996 : Consultant/Project Manager, TerraQuest Ltd

  • I was a consultant in a firm specialising in geographic information systems, land survey and property information projects.
  • From 1993 to 1996 on the Channel Tunnel Rail Link project (High Speed 1). I project managed a land referencing section, then took the position of Commercial Manager in the Business Planning Department.  I built successful working partnerships with consultant teams, maintaining control over progress of work.  I also drafted explanatory papers and project overviews for the House of Commons Select Committee reviewing the Bill for the new railway.
  • From 1989 to 1991, as a Project Manager, I led teams engaged in research and processing of land and property information, under the legislative processes for promoting infrastructure schemes which included the extension of the Docklands Light Railway to Lewisham; sections of the planned Midland Metro network; the Cardiff Bay Barrage scheme and regeneration projects promoted by Urban Development Corporations.