CV of Ian
Copyright © 2007
A brief overview of
the companies where I've worked and the main areas of responsibilities.
June 2001 - Present
Principal Engineer - Network Architecture
the continued evolution of the Telco / Ethernet access networks from the
TDM based SDH/PDH systems, to Next Generation Networks.
Whilst working in a small team, my areas of special interest are :-
Physical deployment within outside plant
Zero Impact Migration Solutions
Voice - TDM, VoIP(H.248 & SIP), Ethernet in the first mile.
April 1998 June 2001
Network Development Engineer / Project Engineer
Responsible for the design and
implementation of new transmission services (SDH/Ethernet/xDSL) to customers, continued development of core
transmission systems and act as knowledge base for the operations department.
September 1995 April 1998
Design / Project Engineer
Responsible for the design of and
overseeing initial manufacture of HB Group DECT and ISDN products.
Liaising with various
approvals bodies to ensure compliance with all EC directives and telecommunications
June 1994 - September 1995
Linden Instruments Ltd
Responsible for design and project
co-ordination of 'Intrinsically Safe' instrumentation for flammable hazardous areas. Liaison
with approvals bodies; customer support; introduction into production.
Oct. 1992 - Jun. 1994
Seaward Electronic Limited
Responsible for the full design and
project planning/co-ordination of Mains and High Voltage test equipment. Negotiating with
external sub-contractors and suppliers; drafting contracts; over-seeing drawing office
work, documentation and introduction into production. Skills required include budgeting,
planning, supervising and good communication at all levels.
Sept 1985 - Oct 1992
G.P.T. Ltd ( GEC Plessey Telecommunications )
Senior Development Engineer
During the last five years with GPT worked with my team on designing system based feature-phones, both analogue and digital
for large P.A.B.X.'s. These have a microprocessor based control circuit with intelligence
in the telephone. Skills needed included initiative, scheduling, interfacing with others,
team work., presentation giving.
Part of the procedures required detailed phase reviews involving budgets and plans being
presented to the senior board members to allow projects to proceed with necessary funding.