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David Accorsi

Management Consultant & Project Manager

  • London, Wandsworth, United Kingdom,  Sw18
  • +447854607212

I am an experienced management consultant working for many years across oil and gas, infrastructure, renewable energy, retail and the utility market sectors. Repeatedly recognized for my creative, conceptual and analytical talents, I have a broad and solid range of skills; strong commercial and project delivery experience and exemplary work ethic.  

I have demonstrated success with delivering projects and business assignment services on behalf of my clients. Strong leadership skills, I am motivated by the challenges associated with bringing together projects through the people, change, and resources required to promote and sustain progress. I aspire to be an excellent and trusted consultant and project manager, but also to balance that with other important aspects of life - family, friends, health & spirit.

Work History

Feb 2013Present

Senior Consultant

Chaucer Group Limited

 Chaucer Consultancy is an independent change management and business consultancy providing exceptional advice and support to clients in the delivery of programme delivery, project delivery, change management, business transformation and PMO services. As a senior consultant, I work with clients in delivering and improving core business components. I specialise in project and programme delivery, PMO, business transformation and risk management.

Aug 2008Feb 2013


Optimum Consultancy Limited

Optimum Consultancy is an independent management organization specializing in built-asset project delivery. Operating across the UK and overseas. It supports clients through a range of services including project management, cost management; CDMC, procurement, facilities and asset management. As a consultant project manager, my role was to plan, organise resources manage stakeholders, and ensure projects were delivered on time and within budget.

Jun 2007Aug 2008

Project Manager

Burke and Wills Limited

Burke and Wills is a logistics and transport contractor, delivering mainly residential and large warehousing projects, I was responsible for the project management and delivery of logistical operations. This included execution of jobs and resource management of several programmes on a weekly basis.

Aug 2005Dec 2006


New Orleans Limited

New Orleans is a 5 star family run restaurant, and was regularly rated as one of the top restaurants within the country whilst I was managing it. I was General Manager for this upmarket restaurant duties included commercial planning, cost management, auditing and control, stock control, beverage control, FoH responsibilities

Mar 2004Aug 2005

Manager Trainee

Meikles Hotel
Manager Trainee Meikles is a five star luxury hotel with over 300 rooms and multiple business facilities. It is affiliated by the‘ leading Hotels of the world' group. I was among a handful of management candidates that were chosen to undertake a rigorous training program for the purposes of grooming us into higher management positions. The training allowed for learning of foundational competencies and principles. This included resource management, cost management, stock and food controls, higher commercial management experience, and strategic hospitality planning.



BA (Honours) degree 

Open University

Business management and economics 


Advanced diploma 

American Hotels and Motels Association (USA)

Hospitality Management


Tertiary education

Christian Brothers College

Cambridge A Level: 3  Passes 

Cambridge AS Level: 3 Passes 

GCSE’s: 8 Passes


Portfolio, programme and project management

Senior stakeholder management and business engagement 

Financial planning, cost benefit analysis, ROI 

Project planning  and mapping

PMO management

Enterprise risk management

Change management

Line/man management experience 

Account and business development

Governance and assurance of business change programmes/projects

Key Achievements

  • Generated $250k in additional revenue for my account and improved client delivery satisfaction scores by 20%
  • Achieved retention of project teams on contracts through two years running whilst cost challenges were in place with oil and gas client
  • Line managed 6 people directly on project team and led the 7 person sponsor board
  • Commercially advised and delivered offshore wind publications & policy that will shape the UK & EU industry in the years to come (Crowne Estate)
  • Delivered the commercial aspects of a global R&D consortium. The research was directed towards creating a ‘next generation’ bio-fuel (Carbon Trust)
  • Delivered new station builds using an innovative and new approach through modular design construction (Southern Rail)
  • Delivered a concept and feasibility programme delivering concept designs for 11 rail stations
  • Realized key savings targets of 30% as a sub-portfolio analyst within a $50m programme (oil and gas giant)
  • Delivered within a tight financial tolerance target (0.3%) whilst managing the key portfolio finances for an IT Director (oil and gas giant)
  • Sustained cost minimization and monitored operational costs through implementing benchmarking and budgeting system within large portfolio (oil and gas giant)

Delivery Portfolio

 Selected key commissions with Chaucer;

IT&S Project - oil and gas

Worked as a lead consultant providing scope and risk services for an ‘End of Serviceable Life’ programme. I led multiple workshops and stakeholders in order for the programme to better understand their scope and risk profiles. This was associated with the execution of various IT&S decommissioning and migration projects.

Transformation PMO  – oil and gas

Project value: £ 500m

Worked as a lead PMO managing the wider stakeholders, risk, change and issues on a global transformational programme. I led the planning processes and reporting aspects of the PMO as well as managed the 6 Project managers associated with deployment.

Cross Functional Portfolio – oil and gas

Project value: £ 50m

This was a consultant based position as a sub-portfolio analyst. I managed for an IT Director, the processes and financials for a $50 million investment portfolio of work within the organization. This included financial cost management, reporting, forecasting, and auditing on the Opex, Capex and Revex profile for 10 business domains in the upstream area. Accountabilities also extended into the overall risk and contingency management of the programmes and assurance of stage gates. A large part of my role was continuous improvements and strategic project delivery including commercial strategy (including procurement) within some of the most important areas of the business. These included S&OR, Communications, Legal, and Ethics and Compliance

Cross Functional Portfolio – oil and gas

Project value: £n/a

Designed and implemented a financial and portfolio governance framework which included Delegation of authority, stage gate processes, performance indicators and assessment. This was for the Fuel value marketing chain UK and West of the Rockies. This involved deep understanding of the stakeholders, projects and programmes being run and included understandings of the strategic objectives in the 5 year FVC roadmap.

Selected key commissions with Optimum;

Offshore wind project – Renewable energy

Project value: £ N/A

Accountable for delivering a number of economic, offshore wind publications which aim to guide the industry in their capacity as policy instruments. It involved engagement with government and private stakeholders incorporating tight deliverables and production of high quality government reports.

Research and Development project – Renewable energy 

Project value: £10m

Consultant and lead client representative for a R&D ‘bio-fuel’ project. I headed the projects technical, operational and strategic activities bringing together market leading professionals in the industry, to form a consortium and deliver a next generation bio fuel. This included overall strategic direction of the business through cost control, business plans, R&D programming, contractual implementation and milestone reporting.

Construction & Programme Project- Retail

Project value: £N/A

The Commission included implementing a master programme within their property department that would facilitate and control numerous projects for the benefit of all departments and internal project managers.

Policy Solutions Project – Rail infrastructure

Project value: £15K

Comprised of producing a planning context and master plan for the ‘station quarter’ at East Grinstead, to influence future development and meet the goals and aspirations of the town. The project was led by myself, with the final report and publication subsequently being adopted into the council’s urban planning policy for further stakeholder engagement.

Construction Project – Rail infrastructure

Project value: C £4M

Assistant Project Manager for the delivery of two new build modular designed stations through the government funded NSIP Programme. The project scope entailed vast enabling works, civil works, structural alterations and bespoke interiors using novel construction techniques. There was also integral liaising with multiple stakeholders including rail infrastructure stakeholders. The projects were executed under a fully detailed design package and tender. Construction management was built on sound cooperation principles with the contractor. The project team won several awards in recognition for the ingenuity and delivery of the project.  

 Construction Project – Rail infrastructure

Project value: £2.6M

As a Project manager, my main focus was on contract management duties (NEC3 PSC ECC). Working alongside a senior project manager I provided the contractual relationship and change management principles that subsequently delivered a forecourt at Ashford station that allowed all passengers easier access. I engaged with various elements of the interested stakeholders that included disability groups as well as political entities such as the Kent County Council.

Construction Project – Rail Infrastructure

Project value: £17.5M

I was one of the Project managers delivering detailed designs on a multi-facetted and complex package of work. The delivery of designs up to a detailed stage included robust procurement and tenders (NEC3 ECC) which allowed the clients contractors to deliver the construction under budget. Robust risk management and design management were essential to the project