The key aims and objectives of this business-strategic role are:Supporting the Nuclear & Clean Energy Sector with the development & delivery of a business toolkit which standardised working practices for all finance & support services operations. Created and implemented a robust change management strategy to ensure that the business took ownership of the MDAX 2012 tool to drive improvement across the Finance & Shared Service functions.Supporting the rollout of the Sarbanes-Oxley Act (SOX) legislation programme to ensure that the business processes and MDAX ERP tool had suitable control mechanisms by reviewing risk assessment findings and working with the business to establish suitable SOX control mechanisms.Manage the rollout of the ERP tool and business toolkit within across two sectors by developing the communication & social media tools, managing the internal communication programme and working with the hypercare team resolving implementation issues.Facilitated the capture of lessons learned throughout the programme. Ran sessions with all key stakeholders. From these sessions created development plans to ensure that opportunities for improvement have been embedded in the subsequent phases of development.Managed the technical specification of the ERP tool to fit the Oil & Gas sector.

Established and facilitated an effective performance management process to drive continuous improvement within the BP Magnus and the ETAP life extension projects. Life Extension projects are new to the client and of strategic importance, during my time with the team I:Created a robust performance management process in support of the client’s business objectives to drive continuous improvement.Reported performance in timely manner to inform business decisions. Reviewed and challenged performance issues through facilitation.Nurtured development of a one team ethos by managing the organisational design and communication strategy for the project.Worked with the team to create best practice tools, procedures and processes to be used both on the project and the programme moving forward.Set up the processes to capture and implement organisational learning within the project.Validated the project plan activities by working with the team to explore opportunities & constraints. Broke down silos by mapping each activity in a liner timeline and not by functional activity.Facilitated the customer satisfaction process to ensure that AMEC is meeting the BP requirements.As part of the leadership team supported the team in the development and implementation of project execution strategies.Implemented the working day toolkit to improve worksite efficiency, increasing productive time and improving schedule management.

Assigned to support the efficient start-up of the Talisman MAR & BLP projects for a new strategic customer to facilitate the development of an excellent working relationship. In this role I worked directly for the Project Director and supported the wider project team. Some of my key achievements are:Development of the project management plan (PMP), which articulated how the Talisman MAR & BLP projects would be successfully executed. The PMP developed was the main reference tool for all team members on how the project would be undertaken and what they were responsible for delivering.Supported all of the functional team members with the development of the functional execution plans to the AMEC standard.Ensuring that all the project management and governance mechanisms were established and could be used to measure project success at each stage gate using tools such as the strategic project delivery objectives.Created a project & role specific induction plan for office based team members. The programme of courses has now been rolled out as best practise across other AMEC Brownfield projects.

Working for BP, KCA Deutag and AMEC and reporting directly to BP, my core objective as Performance Improvement Manager was to identify, facilitate and implement key project process improvements leading to greater effectiveness and efficiency in order to maximise project value to the Client, Business other stakeholders. Key achievements include:Working with all stakeholders to identify, agree and communicate the behaviours, performance standards and conditions of satisfaction which characterise a high performing team. This led to the formation of:o a One Team project vision, o set of team values, o core working practices.Leader of a ‘results team’ which worked to ensure that project expectations were not only shared by the team but understood and implemented. Worked to break down the barriers of typical EPC projects and their delivery.Facilitated functional teams to establish an agreed set of expectations and conditions of satisfaction between each other that so that they can easily measure their peers performance. This improved working relationships between teams by focusing discussions on performance, leading to less management intervention.Established and led an industry leading communication team which provided innovative communication tools and methodologies to communicate to the 1000 strong team in four global operating centres. We were awarded as best in class communication team across the business. Managed the communications and ‘results team’ budget.

Responsible for the development & implementation of a proactive project delivery improvement process within the INPEX Ichthys EPC Project in support of the client’s project objectives. This project involved working in a complex multi-cultural environment with a Japanese-French client partnership and key contractors in Australia and Norway interfaced through AMEC’s UK based EPC office. Reporting to the client and managing a small team we facilitated, developed and implemented key process improvements which lead to more consistent project delivery and maximised value to INPEX.This role demanded leadership and responsibility in the following areas:Development of a performance gap analysis through consultation leading to the implementation and rollout of an assurance schedule and performance improvement implementation plan.Re-baseline the project delivery objectives, their tracking & reporting. Developed internal & external communication strategy & methodology and rolled it out across all project locations.Revised the meeting structure and key interfaces between stakeholders to streamline attendance, set clear agendas and pre-requisites for review prior to meetings.Facilitated the reorganisation of the management team structure to meet with the project delivery objectives, establishing roles & responsibilities for all personnel.Implemented a formal action tracking process with tool to facilitate action close-out.Devised a customer satisfaction management and alignment process.Facilitated the management of action tracking & close-out.

Responsible for promoting and achieving a sustainable shift in business performance, by managing the transition from a compliance based model to a business performance based model underpinned by the AMEC way models developed as part of the Operational Excellence programme.This role demanded leadership and responsibility for the following areas:Leading my team, architected the AMEC way common processes for the: Engineering; Commercial; Business Development; Supply Chain Management and Project Management functions. Mapped functional models which created a common global approach to executing projects, and the business, defined performance standards for all the mandatory activities Ensured the AMEC Way models created set clear expectations on what must be undertaken to manage all functional activities so as to maintain integrity, add value. Provided a governance and assurance framework for the business.Managed strategic stakeholders in the UK, US and Canada with the development of the industry leading models.Co-developed the new management system hierarchy across the business at both sector and PLC level.Part of the global communications panel who drove & defined the corporate wide revision of the intranet.

Responsible for the development and delivery of an internal instance of a production operations delivery system framework through process modelling, development and establishing of standard operational templates to support client operations and the specific requirements of the duty holder contract. Responsible for the global rollout of AMEC’s upgraded Capability Development and Competency Assurance Framework for Oil & Gas operation. The project resulted in the first ever formal industry accreditation (ECITB and OPITO) of a competency assurance model.Responsible for management and customer interface of Competency Audit for a US downstream client involving a detailed review of the training, competency management and procedural support infrastructure for 7 US refineries in the wake of the Baker Report.Supported AMEC’s successful acquisition of key contracts, providing inputs on Knowledge Management, IS Performance Management Tools, Resourcing and Quality Assurance.Participant in multi-discipline engineering peer review of projects: specialising in areas of engineering and project management processes

Led the national statistical submissions for all UK sites which reported the movement of goods within Europe.Standardised the personal expense process for all UK operations.Created and updated departmental performance metrics.Supported month-end processing including: balance reconciliations, freight processing, journaling.