Andy Pearson, Babcock Rail's Chief Executive is an engineer and MBA graduate with over 20 years experience in the global manufacturing sector.  Andy has held a range of Operational, Commercial and General Management roles in multinational manufacturing and service organisations including Unilever, Courtaulds, BT and SCA Packaging.

Andy has broad experience in operational management, business development and the implementation of major change and improvement programmes and will lead our growth strategy going forward.

Bobby Forbes is a Chartered Surveyor with over 10 years experience in the rail industry.  His role as Commercial Director involves leading the pre-contract, tendering and post contract commercial management, as well as heading up procurement and management of Corporate Governance.

Bobby has worked in senior commercial positions within both Babcock Rail and First Projects, with particular emphasis in establishing and growing the projects side of the business.  Prior to joining First Engineering, Bobby worked in the mechanical and electrical and local authority sectors. He is also a Member of the Chartered Institute of Arbiters.

Kenny Douglas, is a Chartered Accountant with over 18 years experience in financial and general management.  He joined Babcock at Rosyth, from their auditors BDO, in 1994 and progressed to the role of financial controller. In 2002 when Babcock won the contract to operate HM Naval Base Clyde in partnership with MoD, Kenny was appointed Finance Director (latterly Business Services Director) of Babcock’s Naval Services division where an entirely new finance department had to be created. The success of Babcock’s performance at HMNB Clyde enabled them to be considered by MoD capable of acquiring the DML Group and during 2007 Kenny played a significant role in this acquisition.

At the time of the DML acquisition Babcock created its Marine division combining the DML business with the operations at Rosyth, and HMNB Clyde. Kenny was appointed Babcock Marine’s Finance Director and was involved in the early stages of the integration of the DML business into Babcock.

Kenny joined Babcock Rail in April 2008 with his responsibilities covering finance, IT and Business Systems.

Stephen Barber in his role of Director, Safety, Quality and Environment, is responsible for SQE policy, procedure, strategy and direction for the company.  His previous role was working on the High Output project, where with Swietelsky and Network Rail, he led the introduction to the UK of high output track renewal machinery together with “adjacent line open” working techniques.

Stephen is a career railwayman and professional Civil Engineer.  He joined the rail industry in 1974 and worked in a series of engineering and business strategy roles.  He led the formation of the infrastructure contracting companies within British Rail and, after their sale, joined Babcock Rail in 1998 to establish the Company’s presence in London.

Stephen was a member of the joint contractor team that led the technical response to the Hatfield derailment and became Babcock Rail’s Technical Director in 2003.

Jim Duffy, Director, Signalling and Telecoms has over 25 years experience in the rail industry.  A business professional, Jim joined Babcock Rail in 1996 and since then he has held a number of senior positions within the company.  He now has direct responsibility for the strategy, delivery and growth of all signalling and control operations.

Jim has a reputation for his pragmatic and commercial approach towards problem-solving and strategic planning skills across all aspects of a project.  A major strength in customer service, Jim is well-known for developing and implementing efficient methods to improve project delivery.

A qualified Human Resources professional with 20 years HR management experience in FMCG, automotive, aerospace and the electricity industries.

In the role of HR Director, Alan is responsible for determining competitive HR policies, procedures and practices to be applied by Babcock Rail as well as advising on the implementation and control of change management initiatives.  Other focus areas are ensuring the correct company organisation structure is in place, supported by key employee development programmes and appropriate compensation and benefit policies, to deliver the aims and objectives of the business.