Managing a busy Supply Chain dept. to support business growth, following two years of economic impact due to Covid-19. Challenges 2022/23 include raw material shortages, resulting in extended purchase lead times; the impact of conflict (war in Ukraine), China imposing extended Covid lockdowns and geopolitical instability. Many suppliers still managing the fallout from the nickel crisis (Mar-22), with many producing mills 18-months behind schedule and thus specialty alloys in short supply. Special elastomers also in short supply (again, a global phenomenon), due to high demand across various industries, sanctions on Russia, force majeure declared by 3M (and factory closure) and strict environmental regulations related to PFAS (synthetic “forever chemicals”).Despite these challenges, the Supply Chain team and our suppliers work tirelessly to deliver raw materials and components, keeping pace with the needs of our manufacturing facility, with no significant, nor very late shortages.During 2022, the team delivered a favorable purchase price variance (PPV) exceeding company expectations (minus 6.1%), against a backdrop of rising inflation and energy costs, with inflation at a 40-year high. Savings were achieved by studying our S&OP (to balance supply and demand) then negotiating with partner suppliers to agree sensible manufacturing lot sizes and period order quantities across hi-runner and runner part numbers.2022 was also a milestone year, given we successfully migrated to SAP (ERP) in Oct-22. The first nine months of the year were spent preparing; cleaning and classifying data; reviewing changes to workflows, roles and responsibilities; delivering SAP user training. This was quite an undertaking, given supply chain challenges 2022 and resource constraints across the facility.A key focus area 2023 is addressing sole-source supply, working with engineering peers to identify, audit and onboard secondary sourcing partners to mitigate supply chain risk.

Project Manager for commercial and new product development deliverables. Projects included subsea ESP, subsea power distribution, MV canned motor penetrators and dry-mate connectors, to name a few.During H1-18, at the request of the Centre Manager and Finance Controller, led an internal project to reduce inventory, initially focusing on aged, slow-moving and orphaned inventory to understand root cause. Worked with immediate peers to implement stricter controls covering demand management, including the development and rollout of a Sharepoint portal for requesting and approving internal demand (often in support of engineering projects), understanding £ spend and pegging each request to a project code.Responsible for Industry 4.0 implementation across engineering, manufacturing and field services organizations, to modernize systems and processes to improve the operational performance of the business.I led a small team, peers and external consultants, to automate our FAT test bays, including the construction of a new test bay, and the procurement and commissioning of a pressure vessel, overhead crane, hi-pressure pump, control panel, PC and software for testing subsea hose electrical flying leads. During the planning phase, the team had to consider Lifting Operations and Lifting Equipment Regulations (LOLER) and document Hazard Analysis and Risk Control (HARC). Concurrent to the commissioning phase and prior to manufacturing handover, end users received LOLER and HARC training and automated systems/ software training. When documenting the CAPEX request for the new test bay and pressure vessel, we calculated a payback period of 1.9-years vs. a life of asset of 12-years.External trainings include:Completing LRQA Internal QMS Auditor training course, Sep-17

Responsible for team of c.45-55 engineering supervisors, engineers, draftspersons, technical authors and technicians at any one time. Responsible for all aspects of engineering across site, including product lifecycle management and sustaining engineering (including material obsolescence and recertification) and delivery of an 8-figure $USD new product development program, across 4 product lines (power, controls/communications, XT electrical feedthrus and in well completions connectivity).Reorganized the dept. to support Company focus on project execution, engineering on-time delivery and engineering accuracy Q2-14.Implemented ‘early bill of materials’ release process to expedite progress, allowing Supply Chain to start buying “known” components and raw materials, whilst engineering designs were being finalized.Championed reform to deliver robust design reviews and techniques including FMECA.Implemented new Corporate Engineering Technical Career Ladder.Documented and implemented local SME program (subject-matter engineers) to support the development of our engineers in becoming subject-matter experts in their field, covering: Wellhead and Christmas Tree Equipment, Equipment for use in Explosive Atmospheres, Elastomeric and Metallic Seals, Welding & Brazing, Fasteners, Metallurgy, Polymer Materials Technology, Finite Element Analysis, Moulding Simulation Software, Instrumented/ Automated Test Systems, etc.Addressed operational inefficiencies tied to over-specification of parts, incomplete product files, and inconsistent information for legacy products; established regular reviews and targets for team on the basic engineering items including NCR (non-conformance) disposition response.Promoted continuous improvement supported by dept. metrics, component standardization, commercialization of technology and manufacturing cost reduction.

BDM responsible for business development and the Sales team. 2009 was particularly challenging, with many offshore projects delayed indefinitely, because of the 2008 financial (banking) crisis. The financial crisis hit the oil and gas sector hard, with oil prices falling from a high of $133.9 in Jun-08 to a low of $39.1 in Feb-09. Over the same time period, natural gas prices fell from $12.7 to $4.5.The team worked tirelessly networking with internal and external customers throughout 2009/10 to identify opportunities, often brown field upgrades, maintenance projects and infill wells. 2009 actual revenue was an 11% reduction vs. 2008, however it was an increase of 20% vs. 2007, and the Company delivered a profit 2009, exceeding expectations.From 2010, the Sales team delivered year-on-year growth. We consistently exceeded sales targets and increased FY revenue by circa +57% and FY bookings by +112% (FY14 compared with FY09), growing our backlog.Dept. responsibilities included all aspects of sales & marketing, including customer relationship management (CRM), contract review, branding, exhibitions, product portfolio management and new-product (NPD) portfolio management.Market research and opportunities (pipeline) shared with the senior management team; key inputs into the Centre business plan.Implemented appropriate sales strategies and a road map to achieve profitable growth and increase product margins, selling to both intercompany and external customers.The team routinely followed-up with external customers to achieve a favorable days sales outstanding (DSO).Memorable events include:- Presenting Co. products and IP to OneSubsea management in Houston, immediately following the announcement of the Cameron & Schlumberger joint venture, Jun-13- Presenting to industry experts during SLB Completions Technology Day, Luanda, Oct-11- Presenting to industry experts during SLB Artificial Lift Technology Day, Inverurie, May-11

I was delighted to be asked by Schlumberger HQ to temporarily cover as Barrow Centre Manager, whilst also fulfilling my duties in full as Business Development Manager. As Interim Centre Manager, I was responsible for the P&L, balance sheet and cash flow, and HSE sitewide, with direct influence on how company resources were allocated.Responsible for the workforce and wellbeing, 100+ employees and pleased to report there were zero lost time incidents.Also, project sponsor for local MRP improvement initiative, to improve Barrow on-time delivery to customers. Cross-functional team met weekly to improve Sales and Planning processes (including contract review), MRP data accuracy, capacity planning including forecasting via Planning BOMs (bill of materials).From a volume standpoint, we shipped more products in 2012 than ever before, including an increase of more than 50% versus 2011.

Responsible for all aspects of the product line: from enquiry receipt, bid proposal preparation to contract award including negotiating complex T&Cs; design, reliability engineering, assembly and testing; thru to product/ service delivery, including field installation and commissioning. Led a team of c.25-35 at any one time, including customer services, engineers, planners, manufacturing, test centre and field service personnel. Manufacturing included product assembly, machine shop and mould shop.Significant focus on QHSE to ensure a safe work environment and create a culture for continuous improvement and accountability.Worked with our Technical Director to deliver our new product development programs including i) 4.6/8.0kV x 220A and ii) 3.5/6.0kV x 200A 3-phase connectors and umbilical crossover; for subsea ESP and other pumping applications. These products were commercialised 2006 and 2009 respectively and company has since supplied in excess of 200* subsea systems, which equates to 1,000+* mating pairs of wet-mate power connectors (*as of Jul-2020).Offshore projects included many across the UK Continental Shelf, Norwegian Sea, Brazil, U.S. Gulf of Mexico and South China Sea.Extensive overseas travels including North and West Africa, Russia, Ecuador and Colombia too. For many overseas projects, the contracts included providing local field services (24/7 cover), so we trained Schlumberger overseas technicians to install cabling and connectors, both onshore and offshore, and perform site integration testing.Memorable events include:- Representing Co. during a British trade mission to Tripoli and Benghazi, Libya, Jul-05- Presenting to industry experts at EuALF, European Artificial Lift Forum, Feb-08- Co. representative at local business events including Business Link Northwest (government funded business support and info service) and Furness Enterprise (seminars, workshops and master classes), 2006-10

Diamould Ltd was founded Q3-1999 and when I joined in Jan-02, the company was an early stage business, developing Intellectual Property and qualifying three instrumentation products.Responsible for growing our customer base, revenue, repeat Sales and IBT. Selling the benefits of our new products and differentiating technologies for niche subsea & downhole connector applications within the O&G industry.Responsible for branding, sales literature, and web design.Significant overseas travels to network with new and prospective customers, predominantly U.S. and Brazil. Also, many travels to onboard and audit new suppliers.Schlumberger acquired Diamould in 2005; and during due diligence, I was requested to provide appropriate Sales data, business plan etc. for independent review.On completion of the acquisition, played a key role with respect to the implementation and adoption of Schlumberger systems, standards and procedures across Diamould.An advisor to the incoming Schlumberger Centre Manager with respect to Diamould products, technologies, customers, opportunities and business/ market risks.Tasked by Schlumberger to successfully manage technology transfer, including communications with overseas suppliers and internal customers (Completions segment).Additional responsibilities included being the company Quality Management Representative, tasked with implementing a quality management system; compiling our first Quality Manual including local procedures; and successfully obtaining ISO 9001 certification at the first attempt.Worked with engineering management to deliver an in-house inspection capability during 2002, including sourcing precision instruments and inspection equipment, for inspecting both incoming components and outgoing goods. Interviewed and recruited our first inspector H2-22. Directly responsible for day-to-day management of the inspection function.

Member of the commissioning team working on the new nuclear waste treatment and vitrification plant (WVP), a huge civil engineering project at Sellafield. Prepared critical documentation, including operating procedures, maintenance plans and detailed work instructions, safety cases and reviewed vendors’ incoming documentation. Witnessed commissioning activities, including visits to vendors’ facilities to oversee functional and integration testing of in-cell equipment, prior to delivery to site. The WVP is where highly radioactive waste is mixed with glass and heated to 1,200degC. Once cooled, it forms a solid block of glass, and each block is then welded shut/ sealed inside a waste container for long-term storage.

Promoted to Global Sales Manager Jan-97. Working with management and our S&M Director to document and deliver against our global sales strategy. In-depth reviews of our target market, product market fit, pricing strategy, and distribution and adoption plan.Supervising and coaching the technical sales team, increasing our sales presence, and managing relationships with overseas agents. Many overseas travels included Houston, Texas, to interview and recruit our first US Salesperson, set up and support our first overseas office, to grow US market share.During my 4-years at Tronic, from Jan-95 to Jan-99, revenue increased by +340% and gross profit by +200%

Joined Tronic, having graduated with a BEng Honours degree in Mechanical Engineering. Worked as a Technical Sales Engineer, responsible for a handful of key customer accounts in a rapidly growing SME UK enterprise, servicing the offshore O&G industry.Customers based across the UK and Norway, so regular travels included Aberdeen, Great Yarmouth, Bristol, London, Stavanger and Kongsberg.Duties included: bid proposal preparation; identifying commercial opportunities (project pipeline); contract negotiations including T&Cs and documenting multi-year framework agreements; project management (prior to company recruiting dedicated PMs in 1997); supporting overseas sale agents; handling invoice queries and chasing late payments; and representing the company at O&G exhibitions and tradeshows.Within two-years, promoted to Global Sales Manager.