Meet Our People

David Anderson
Head of Transport Economics, Analysis and Research (TEAR) Team

Before joining Transport Scotland in January 2007, I worked for Arup Scotland, where I was responsible for the Planning, Transport and Environment teams. During my career, I've worked across a wide range of projects, including the Channel Tunnel Rail Link, the Skye Crossing and Scotland's National Indoor Arena, as well as on private-sector projects including the Leith Docks Development Framework.

What attracted me to Transport Scotland is the fact that although it's a young organisation there's a huge amount of embodied knowledge and experience here. At every level there is a huge enthusiasm to make a difference to transport in Scotland, both ensuring delivery of the challenges posed by policy documents (including the National Transport Strategy) and building a centre of excellence with excellent links at both a Scotland and UK level (and beyond).

I am Head of the TEAR team, which is the Transport Economics Analysis and Research team within the Strategy and Investment directorate of Transport Scotland. The team is made up of transport professionals and economists, and we provide support across Transport Scotland. This includes managing the Strategic Transport Projects Review, which included the Forth Replacement Crossing Study. I am responsible for the projects managed by the team, and each day presents new challenges, ranging from briefing Ministers and representing Transport Scotland in its role as a centre of excellence to managing the team through its four Branches and providing direction to the projects.

Transport Scotland offers great opportunities, both to influence the development of policy in Scotland and to make a difference to transport planning as a profession and the way in which it integrates with other professionals. It's these opportunities which really motivate me, for instance, the chance to work on the Forth Replacement Crossing is a real once in a lifetime challenge.

Lawrence Shackman
Project Manager

I've been here since day one, having previously been with the Scottish Executive, firstly working in the Trunk Road Construction Branch and then in Trunk Road Network Management Division. Before that I worked as a Consultant Engineer for 15 years.

I work in the Strategy and Investment Directorate as Project Manager for the Forth Replacement Crossing Study. This involves managing staff and consultants, prioritising issues in order that a variety of work including surveys, reports, correspondence and media enquires can be dealt with efficiently and effectively.

I think people outside Transport Scotland can have mixed perceptions about it - sometimes they are fully in favour of the work we do, as they can readily see the benefits (for example new road and rail schemes which improve journey times, safety and reliability). However, if they are adversely affected, such as being delayed during road maintenance works there can be frustration. The reality is that maintenance works, for example, are a necessity in terms of safety and operation. But of course, there's a lot more to us than that, we get involved in a wide range of work, both in terms of type and size of project, and what we do varies from small maintenance schemes right up to large motorway improvements.

On a personal level, I find it hugely rewarding to be involved in helping to improve the transport network for the benefit of all. In particular, seeing a scheme take shape from the early planning stages through to completion is tremendously satisfying.

Hillary Harrison
Project Manager

I started out in applied geology, graduating from Glasgow University, before going on to do a post-graduate degree in geotechnical engineering. I had a couple of roles with consultancy firms, which both gave me the opportunity to widen my horizons - gaining experience in construction and infrastructure, on site and at the planning and design stage - and develop professionally - becoming chartered geologist and a chartered engineer.

Even before I'd joined Transport Scotland, I'd done some consultancy work with what was The Scottish Executive, so I knew the kind of challenges I could expect - and the kind of impact I could make. Now, I've a role that offers the chance to get involved at a number of levels on a variety of projects - taking on more responsibility and gaining experience in even more areas.
It's that responsibility that I find most rewarding. I know that the decisions I make every day have a real impact on major projects - that, in turn, have a real impact on Scotland.

Jonathan Moran
Network Operations Manager

I graduated from Strathclyde with a degree in Civil Engineering in 1999, before joining Glasgow City Council in a graduate position. I became a Chartered Engineer and joined Scotland's National Transport Agency not long afterward.

Now, as Network Operation Manager, I work with intelligent transport systems to monitor traffic across the country. That means I keep up to date with weather conditions, accidents and large events, keeping in regular contact with the police, local authorities and the met office - while monitoring the activities of other transport road agencies and maintenance contractors. But that's only half the job. From there, I work with news agencies, websites, telephone hotlines and overhead motorway signage, to make sure the public know what's going on.

Of course, that means it's not only an incredibly varied role that really stretches and challenges me, it's also a role that I know has real consequences for the people of Scotland. It's incredibly rewarding when your day-to-day work has such an impact.

I've known people that work for companies who don't let them make decisions - everything is passed up and down a strict hierarchy. With Transport Scotland, taking initiative to move projects forward isn't just allowed - it's encouraged, recognised and rewarded.

Ross Clark
Rail Performance Manager

I joined Transport Scotland in 2005, almost from its inception, as the Rail Performance Manager. That means it’s my job to monitor the ‘hard-performance’ regime – timekeeping, reliability, etc – of the First Scotrail franchise, while keeping an eye on Network Rail’s contribution to any delays. I also serve as an in-house analyst for the Rail Performance Group, depending on what they’re looking at.

Before I came to Scotland, I worked in New Zealand’s railway agency as a business analyst – having also worked for the national highways agency. These roles gave me ample preparation for Transport Scotland’s multi-modal approach, having covered a diverse range of subjects, from freight and ferries, to passenger rail. Having said that, it was still a pleasant surprise to come to Scotland and join a government agency that had such a broad range of responsibilities.

Being part of an organisation like this gives me the chance to broaden my understanding not just of the operational processes, but also the strategy behind the work we do. That’s where the real long-term impact lies – and, for me personally, where I’d like to make my mark.

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