Jon Jarrett
Railway Infrastructure and Operations Specialist
37 years of experience leading railway industry work from a front line maintenance technician through to Head of Infrastructure Elizabeth Line (Crossrail).
I have led large multifunctional and diverse teams in infrastructure maintenance, renewals, projects, operations, planning and customer performance. I have managed modernisation programmes and have often been a lead for the implementation of solutions that improve safety, reliability, efficiency and productivity through the introduction technology and innovation whilst ensuring that investment is made in front line teams delivering a happier, safer and continuously advancing competence profiles.
I lead by resolving issues dynamically and creating opportunities by bringing together the collective skills of cross industry teams; sometimes through tough consultation and negotiation but always professionally and proactively. I am very proud of being part of, and developing, inclusive teams that succeed as one, ‘Stronger Together’ and networking with others whilst ‘sharing with pride’ nationally and internationally.
My motto ‘that you are only as good as the people you lead’ is core to my style and consultative approach. Supporting recovery from major rail incidents in the past has taught me the importance of engaging, listening, acting and checking ‘right work right place’ each day and every day.
Experience:
Rail Operations
As the Head of Infrastructure Elizabeth Line I was part of the RFLI executive team. I was professionally accountable for the strategic design, tactical deployment and delivery implementation of Maintenance policies, processes and procedures. These were aligned to Engineering and Operations functional requirements in conjunction with Project Management deliverables aligned to the test, commission and assured opening programme.
I led the application of innovation and industry ‘best in class’ to deliver technical assurance, safety, productivity and efficiency requirements; cutting edge applications that improve and deliver. As part of this, I led the change programme across industry functions driving technical and operational disciplines with the adoption on new / emerging rules, regulations, and best practice for ‘revised to fit’ application and 1st time in use implementation.
I designed and delivered a new organisation within a new CSM regulated environment bringing industrial relations opportunities and best safe practices together; modern, scalable, and fit for purpose. This consultative approach ensured ideas generation with agreed solutions; lead, engage, consult, establish, confirm, and deliver. As part of my role I have provided industry advice and guidance to national and international rail projects and railway infrastructure improvement / life extension programmes.
Change Management, Projects & Engineering
To lead, influence and shape many detailed infrastructure maintenance specifications and requirements that delivered 30 trains per hour 2-minute headway; to maximise the implementation of benefit v cost using best in class from across the industry.
Accountable for implementing railway systems maintenance for dynamic alignment with efficient point to point journey times delivering timetable train control (signalling) ATO / ATP performance, compliance to tunnel ventilation requirements (safety and comfort), maximising effective traction supply / regenerative breaking, delivering best in class wheel / rail interface, minimising Rolling Contact Fatigue by removing aggressive asset degradation at best whole life cost. This was programmed against the progressive phased ‘staged’ handover into operations as part of a dynamic testing and commissioning plan highlighting technical / operational challenges and successes, optimising the adoption of change and implementing revisions as necessary.
Accountable for Safety, Reliability, Performance and Efficiency of all Infrastructure on the new £19.0bn Crossrail (Elizabeth Line Railway) with a £60m annual portfolio and 350 strong team (Infrastructure Maintenance team of Technical Discipline Engineers, Competent Delivery teams, Access and Works Planners etc). Direction of the infrastructure maintenance portfolio – compliance, safety, performance, reliability – track, train control systems (signalling), traction and non-traction systems, M&EE, MEP, Civil assets, structures, stations, operational buildings, tunnel vent, HVAC, system safety (assets), management / operational systems.
I established the OPEX budget and achieved Board acceptance of the full organisation for new directly employed, contracted and specialist teams, with all the necessary resources to deliver high performing right time / right work for a 95% PPM railway. This with implementation management systems for a digitally controlled Asset Management System; smart working incorporating BIM and intelligent asset inventories with remote ‘live’ monitoring.
Safety & Assurance
Accountable as a core safety critical member RFLI Executive Board, alongside industry partners and interdisciplinary leads, to deliver an inclusive ‘first in class’ digital railway – Crossrail, NR, TFL, London Underground, TOCs and FOCS. This was necessary to successfully bring into use safe and integrated operations for the first wholly new digital railway.
To integrate 3 Network Rail Regions, with 3 variants of abutting railway systems and associated operational and infrastructure standards, to align with a common one railway at Elizabeth Line interfaces and through running ‘end to end’ protocols. I determined the accountabilities at cross boundary interfaces – who does what, when, where and how; integration Infrastructure and Engineering/Maintenance NR Route Directorates ‘one size fits all’.
I led the specification / design parameters for asset inspection / maintenance delivery trains / vehicles that can run with ATO / ATP under the signalling control system without possessions; find before fail, pattern recognition, learned condition dynamic comparators, planned and preventative leading to predictive planning, relaxation of Standards, provision of demonstrable condition records to customers and agencies, removal of staff from manual inspections for improved staff safety. This had driven fix before fail intervention; more work in less time.
I was a member of the Crossrail safety validation executive to review / approve the specification, design, testing and commissioning of railway systems, interfaces, rules, and procedures for acceptance of staged completion into operation (approved by the Regulators: ASBO and ORR)
Rail Competence / Training
Delivery of new model for Infrastructure Competence for a multi-skilled, cross functional teams as professionally competent leaders aligned to employment terms and conditions consulted and agreed; safer, more efficient, improved productivity, professionally competent with a motivated work force (fewer staff, higher skilled, rewarded better).
Leading cutting edge deployment of technical innovation for intelligent infrastructure. Learning assets that support key technical decisions and align with a dynamic asset life and performance profiles.
