As Global Risk Management, Engineering and Technology Director I lead the global service line engineering team in the development of strategies, goals and objectives, ensuring that the effective risk management of utilization, asset allocation and profitability is healthy. By providing leadership through effective goal setting, delegation and communication, ensure that personnel are well informed of changes in policies and procedures and openly discuss areas of improvement. Develop and implement strategies for improving performance in new technological innovation, engineering service quality, HSE, customer satisfaction and financial performance of the service line that are supportive of our goals and objectives; effectively manage the global utilization rate for people and equipment within the service line, maintain effective profit and coaching and direct Service Line Managers and provide assistance and support as needed.Conduct performance appraisals and implement employee corrective actions as needed, assuming responsibility for establishing and maintaining effective communication and coordination with company management by assisting and supporting Service Line management as required.

As the lead BD resource in the ESSA geographical region for Project Management the position helps establish the strategic direction in the ESSA assigned area. With a revenue scope typically in the range of $300 - 600MM an overview of the market and marketing of the company has to be maintained, working with the BD and Account Teams to identify opportunities, new engineering potential and grow profitable revenue and a balanced portfolio suited for the market conditions. The role has responsibility for developing and maintaining profitable relationships with both existing clients and potential customers, typically up to Exec level management and serves as a liaison with Halliburton counterparts on cross-PSL opportunities.

As the Senior Project Manager I led a small Risk Management and Consequence engineering team for pre-emptive well control planning and analysis. The need for comprehensive preparedness is essential for prevention of well control incidents and the team produced relief wells, dynamic kill analysis, kick tolerance analysis and well control contingency planning documentation. The team was tasked with mining Halliburton technology to repurpose for use in well control, this led to innovative ideas and through the think-tank some unique solutions that had hitherto been overlooked.

As Sr. Project Manager I was involved in initiating the project start-up in Tanzania, Norway and the US mainland. Managed a turnkey multiwell, multi-rig project in Southern Iraq. Over 2 MM man-hours without an LTI. Oversaw the well construction, engineering and completion including well control and competencies.Ref. Improving Drilling Performance at Majnoon Field, SPE/IADC 166685.

Responsible for working with the product development, engineering and commercialization process for new Multilateral Technology implemented globally and coordinated the cross-functional resources required to realize the full value of a new product introduction. Conducted internal training on a new product and developed a training program and documentation. Established communication and support network, developed and implemented external communication plans alongside commercialization plans, targeting customers using EVC and case histories. Provided operational and marketing needs and input to focused product development (FPD) on global deployment and marketing plans. Coordinated FPD, implemented key performance measures and presented papers to the SPE on Multilateral Technology. Recognized as an industry subject matter expert within the industry where my main remit was to raise awareness of the company’s technology within the wider Oil Industry community. According to the Welling Report the perception that Halliburton was a world leader in Multilateral Technology had increased from 23% to 43% over the period of my tenure in this position.

Managed all drilling activities for the region. Developed the annual business plan and maintained forecasts of business performance for the region. Responsible for profit/loss/ROI and corrective actions and responsible for coordinating performance improvement initiatives together with procurement and logistics oversight. Accountable for region activities including support services management and identifying resource needs (people and assets). Developed and promoted customer relations and managed expectations. Adhered to consistent implementation of company policies and service quality across the product line. Responsible for the development of future business leaders, championed new business opportunities and grew/outperformed geomarket competition. Responsible for implementation of business strategies for the region and enjoyed a growth in Multilateral Technology from zero revenue in 2006 to $US11M in sales in 2008 with a market share increase of 58%, and an increase in directional drilling revenue from $US341m to $US455M over the same period.

Assigned as Project Manager on the Talisman project - Gyda Platform, Norwegian Continental Shelf. My duties involved direct liaison on a daily basis with the client, from drilling engineer to drilling superintendent to procurement director. I was tasked with defining solutions by bringing Halliburton expertise to bear. The project used PMP principles to manage a range of activities and product lines to work as an integrated team, improving ROI and efficiencies. An exercise to reduce offshore headcount used multitasking techniques and was awarded with a renewal of contract.

Began as a Senior Multilateral Technology Engineer, installed multilateral systems, Level 2 - Level 5. Assisted in stack testing in Canada and eventual installation of the world's first Level 5 multilateral junction on the Norwegian Continental Shelf. Moved to Operations Management in 2002. Provided leadership and direction for existing programs, supervised subordinate managers, and provided input into project plans and execution. Contributed to the strategic direction with regard to the program management process, ensuring that the strategic direction for Multilateral technology is in alignment with overall organization and product line direction, work force staffing and budgeting. Initiated, prioritized and justified various projects, processes and/or initiatives supporting strategic direction. Managed performance of staff by selection, conducting performance appraisals, coaching and mentoring for career and skills development. A thorough understanding of Multilateral Technology and engineering, including standards, best practices and enabling technologies using management techniques was essential. This job role was independently accountable for a large staff and support arm of the organization and a single profit/loss revenue center.

Directional drilling operations management. Also coordinated a drilling project in Sfax, southern Tunisia for BG Group, and later for Samedan and Sitep concurrently, August 1995.

Left M/LWD to take up a position as directional drilling supervisor offshore.