THE BAUNTON MISSION ACHIEVING THE RIGHT BALANCE BETWEEN COLLABORATION & COMMERCIAL TENSION TO DELIVER VALUE.

Focusing on creating contract and supply chain structures that promote wider collaboration between the partners, to ensure alignment of interest and secure the right project / investment outcomes.

Developing innovative procurement and supply chain network structures to harness wider SME capability, alongside traditional contract partners to promote and deliver wider socio-economic benefits.

The Baunton Expertise DELIVERING LEADING INFRASTRUCTURE ADVISORY & PROJECT SUPPORT SERVICES.

Over 30 years' industrial journey and continuous learning in energy, automotive and major infrastructure projects across Europe, Japan, Americas, China and India.

Track Record

A demonstrable and proven track record on some of the largest and most complex UK infrastructure projects.

Adaptability

Expertise and experience gained from operating in three diverse industrial sectors across a global footprint.

Results focused

Ability to solve complex commercial problems to the mutual benefit of all project stakeholders.

collaboration

Ability to change mindsets often constrained by organisational and contractual boundaries achieving alignment of commercial interest.

Knowledge

Insight and learning from diverse, global and multi billion pound projects, involved from investment through to delivery and close-out.

The Baunton DNA Always challenge convention & think differently, that's the Baunton difference.

With unrivalled exposure and an accumulated track record, combined with a commercial and contractual astuteness not constrained by conventional thinking and past practices, we take people, organisations and stakeholders on a journey to create change.

Strategic
Expertise

Commercial
Advice

Conceptual
Thinking

Integrated
Solutions

Thought
Provoking

Independent &
Impartial

History & Case studies
From experience comes unrivalled expertise.

A true wealth of global experience spanning over 30 years, constantly learning and evolving, and with a results-driven track record.

1987 NUCLEAR ELECTRIC (CEGB).

Safety case
Regulator appraisals
Privatisation
Analytical rigour (Nuclear)
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Thought provoking

1997 JOHNSON CONTRACTS INC.

Product development
Global manufacturing
Global supply chain
Supplier relationships
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Global delivery

Ensuring commercial pricing structure for new product development and operating cost is successfully reflected in global negotiations for localised supply of automotive systems (seats and interiors). Extensive involvement in company acquisitions to increase full service supplier offering to end point customers (Ford, BMW, Mazda, Mercedes, etc) to increase product offering and value. Extensive due diligence to agree company valuations comprising asset and goodwill valuations.

2004 BAA PLC.

Economic regulator
Quantum improvements
Multi-site portfolio
Early days of collaboration
Cross-industry learning
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Adaptability

As Commercial Director across the 7 airport capital program (Heathrow, Gatwick, Stanstead, Glasgow, Aberdeen and Southampton), learning was taken from the automotive industry associated with the delivery of projects, to help BAA demonstrate improved capital efficiency as part of the regulatory CAA cost efficiency review.

2007 METRONET.

Insolvency recovery
Pseudo alliance
Ownership transfer (back to public)
Supplier relationships
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Conflict resolution

2007 London 2012 Olympics Delivery Partner.

130 contracts
E2E contract management
Integrated project delivery
Rigourous contract management
Importance of the integrator
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Collaboration

Commercial Director responsible for the procurement and contract management of over 130 NEC 3 contracts to deliver the London 2012 Infrastructure and venues programme. Supporting the project and delivery teams all contracts were successfully delivered, savings delivered and settlement achieved without the formalisation of legal disputes and claims. This learning created the foundations and greater industrial understanding of the rigours of collaborative contract management.

2012 Hinkley Point C.

Complex financing / stakeholders
200+ contracts
Government-backed securities
Incentive structure
Alliance formation
Collaboration and commercial tension
Largest UK industrial supply chain
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Highly complex

Commercial Director at HPC over a 6 year period, taking the lead in defining and embedding the principles of robust contract management together with wider collaboration amounts the contract partners. Over a series of interventions involving over 600 people 95% of attendees felt inspired to be part of HPC and that the materials, collaborative workshops and the events where beneficial. This created greater foundations on which the right balance of commercial tension and collaboration could be achieved in a true spirit of collaboration.

This approach was aimed at building confidence between the parties, to transcend organisational and contractual boundaries and provide the culture and backdrop for more complex activities associated with contract restructuring, to ensure alignment of interest and creation of an Alliance to deliver a highly complex and integrated component of the project.

COMING TOGETHER IS A BEGINNING, STAYING TOGETHER IS PROGRESS, WORKING TOGETHER IS SUCCESS.

Henry Ford quote

ProfileKen Owen.

Owner & Founder
Baunton Consulting
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Overview

After graduating with a Degree in Engineering (Mechanical) and a Masters in Nuclear Engineering, Ken has accumulated over 30 years' experience in three diverse industrial sectors, with a track record of solving complex business problems often spanning organisational, contractual and geographical boundaries. Ken’s career journey and experience has seen him develop extensive knowledge with a unique ability to operate across a diverse industrial and geographical base, whilst aligning staff, suppliers, clients and regulatory bodies. This knowledge is coupled with extensive experience gained from operating within both public and private sector funding environments.

An engineer by background trained in the rigorous environment of developing and gaining approval for nuclear plant refuelling safety cases, Ken has evolved his career applying his thought provoking and analytical rigour to some of the most complex commercial and financial arrangements associated with multi-billion pound investments whilst bringing together diverse international supply chains to collaborate with the right behaviours and commercial incentive arrangements.

Married with three children, Ken has a passion for cycling and during 2019 embarked on two epic adventures through the Andes and the Tibet Himalayas conquering nine mountain passes above 4,500m, including cycling and reaching Everest base camp on the northern side of the mountain.

History

Since 2004 Ken has played a leading role within the UK Infrastructure Project sector taking senior leadership roles as Commercial Director with BAA plc (former owner of Heathrow), London 2012 Olympics Delivery Authority Partner (CLM) and more recently with EDF for the Hinkley Point C new nuclear build project. In all instances Ken has addressed the necessary changes required to move the industry to achieve a more collaborative approach to its commercial and contractual arrangements compared to the traditional approaches that often resort to disputes and claims.

Building on the success of the London 2012 Olympic Infrastructure and Venues Programme associated with the management and integration of over 130 contracts, Ken has been accountable for procuring, negotiating and putting procedures in place to manage collaboratively one of the most complex industrial global supply chains assembled in the UK for 40 years. This has involved changing the traditional procurement approach, negotiating and facilitating the creation of new Alliance arrangements, together with the creation and implementation of novel incentive mechanisms, whilst also securing the right behaviours and collaborative approach that are crucial to ensuring such arrangements are successful. The range of contracts negotiated span multi-billion technology contracts for manufacturing and site works, multi-billion civil works contracts incorporating new incentive arrangements, together with the restructuring of traditionally procured contracts to create an integrated Alliance between five industrial entities enabling the project’s risk to be more appropriately managed.

Ken has developed a unique set of expertise and insight into the structuring of major infrastructure project contracts, alliance and incentive arrangements whilst accommodating the diverse constraints associated with both public and private sector finance arrangements together with their associated governance and approval processes often involving a complex array of stakeholders.

Since early 2019 Ken has embarked on a new career direction providing an advisory service direct to clients (public and private) focussing on the commercial and contractual structures of large industrial projects that require the collaboration and alignment of complex diverse international supply chains.