Over 26 years in leadership coaching and change management, successfully engaging senior management through to front line personnel to significantly improve performance and add measurable value to the bottom line. Focusing on people and processes to implement results oriented programs that energise the workforce, building platforms and capabilities to support sustainable change.Key Results Summary for Worldwide Upstream Oil & Gas Projects:• Improved Maintenance Reliability in Compounding by 10% for INEOS Styrolution Thailand in 2018• Increased oil production efficiency by 10% to saving $54million for TAQA in 2009• Set up & developed Technical Limit Process in Baku for BP/Amoco 2005 - 2008• Developed global organisational change programme for BG Group 2008• Optimised production asset utilisation and reduced trips by 67%, saving £2.5 million for Shell UK• Increased drilling performance 38% ahead of target with project savings of £3 million for BP/Amoco MNS• Successfully reduced Non Productive Time to 13% from MNS baseline of 43% at BP/Amoco• Improved Plug & Abandonment performance by 43% at Kerr McGee UK• Developed procurement strategies that reduced spend on services and equipment by 20% at Saipem Intl.Ltd

• Designed and implemented a capital projects Performance & Capability program for the civils phase of Albemarle's Kemerton Expansion Project Australia• Led team to develop an integrated schedule and improved meeting cadence for the Chevron Thailand Asset Retirement Program• Worked in partnership with Construction and Project Management Teams at CUEL Thailand to build internal leadership capability, improve productivity and on time delivery of modules• Implemented Maintenance Excellence tools and processes at INEOS Styrolution Thailand to improve reliability by 10%• Led team crafting and implementing front line and management dashboards for Santos, PNG• Developed and led business development in Thailand and APAC region, including securing remote contracts during the COVID period

• Led team improving planning and execution processes on Chevron Wheatstone HUC Capital Project • Implemented the 'Every Day is Game Day' Continuous Improvement Program for Origin Energy • Crafted and implemented sustainable business processes• Developed GPF and Field Delivery construction team results capability• Improved team dynamics/culture • Coached/developed In-house Origin Energy and contractor champions at Queensland project sites

• Developed performance culture and supporting processes for the Arbroath Platform Project Team• Facilitated integrated workshops to optimize the Capital Project execution

• Crafted, developed and implemented Coaching Academy• Developed coaching competence of 38 In-house staff at Conoco Phillips Norway through a structured program• Secured additional business with drilling team

• Improved TAQA UK 2009 production efficiency by 10% over 2008 baseline • Coaching leadership to develop appropriate KPI’s and required supporting behaviours• Improved maintenance planning and reduced backlog hours • Introduced tools and facilitated workshops to improve major Shutdown efficiency

• Developed global organisational change programme in Operate phase• Crafted Change Impact Assessment • Facilitated design of the change process architecture, change principles and change implementation• Developed client capability and capacity around Change Management

• Developed/implemented strategy for Technical Limits Process for BP Azeri D&C Performance Unit (2005-08)• Led and mentored a culturally mixed team of 12 In-house Technical Limit Performance Coaches• Crafted and delivered a Performance Improvement (Technical Limits) Training Academy in Baku, Azerbaijan• Facilitated multi-disciplined teams in Technical Limit Workshops and Lessons Learned Reviews• Drilling performance increased ahead of target for MNS BU UK operations, with savings of £3 million (2003)

• Successfully introduced performance improvement focus in the drilling environment• Facilitated multi-functional project teams in the improvement of business processes• Coached management in leadership skills and effective project implementation

• Brent Charlie, 8 out of 11 wells drilled ahead of time, 34% increase in improvement (1999)• Changed behaviours to reduce process trips by 67% and costs, with savings of £2.5million• Introduced and facilitated Root Cause Analysis workshops• Increased leadership accountability for results through coaching and rigorous process • Created Scorecard and framework for sustainable performance measurement • Focused management on identifying and measuring Key Performance Indicators for business improvement• Implemented ‘Lessons Learned Best Practice’ process and culture