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Autonomous Robotics

Ross Robotics

Project ManagerMar 2022 – Aug 2022

Led the delivery of a £2M autonomous robotics programme, aligning mechanical, electrical and software engineering teams to transform complex engineering work into reliable, predictable product delivery.

Engagement snapshot

Programme value
£2M

Value of the engineering programme delivered.

Delivery efficiency
20%

Reduction in programme delivery timelines through improved planning and execution.

Procurement savings
20%

Reduced procurement costs through improved planning and supplier coordination.

Engineering disciplines
3

Mechanical, Electrical and Software Engineering.

CONTEXT

Ross Robotics develops autonomous robotic inspection and monitoring platforms that combine advanced sensing, autonomous navigation and AI-assisted data analysis to help operators monitor critical infrastructure safely and efficiently. Delivering these systems required close coordination across hardware, software and engineering disciplines while balancing technical complexity with commercial delivery objectives.

MY ROLE

I led programme delivery across multidisciplinary engineering teams, translating technical requirements into executable plans, coordinating dependencies across hardware and software development, and ensuring engineering, procurement and commercial activities remained aligned throughout delivery.

KEY CONTRIBUTIONS

  1. Mar 2022Commenced

    Project Manager — Autonomous Robotics. Led the delivery of a £2M autonomous robotics programme, aligning mechanical, electrical and software engineering teams to transform complex engineering work into reliable, predictable product delivery.

  2. M01Structured

    Owned the master delivery plan for a £2M robotics programme, tracking status, cross-dependencies and risk across mechanical, electrical and software workstreams and several simultaneous projects.

  3. M02Aligned

    Worked with engineering and commercial teams to pin down project scope, requirements and goals, turned them into pragmatic delivery plans, and kept internal and external stakeholders current on where the programme stood.

  4. M03Optimised

    Introduced and owned the project-management tooling and process for a team that had none, with no prior documentation or handover, cutting delivery timelines by 20% through lightweight controls rather than heavy process.

  5. M04Streamlined

    Drove an overhaul of supplier management and procurement with engineering and finance, removing single-supplier dependencies across hardware and reducing procurement costs by 20%.

  6. M05Delivered

    Managed incoming proposals and quotations with the commercial team and built the documentation framework for ISO 9001 and ISO 27001 alignment, keeping the programme moving through to delivery.

PRODUCT PRINCIPLE

Delivery clarity over process overhead.

Introduced lightweight planning, governance and prioritisation that improved execution without slowing multidisciplinary engineering teams with unnecessary process.

IMPACT

Planning discipline and alignment across three engineering disciplines, mechanical, electrical and software, turned a £2M programme into predictable delivery. Timelines came down by 20%, and closer supplier coordination took a further 20% out of procurement costs. Both followed from the same decision: plan against engineering reality rather than against an idealised schedule, on a product whose customers depend on it to inspect critical infrastructure.