EPR Program development - Products standardization

In charge of strategy, S&M and tendering, I manage a team of 12 people. I manage tenders and negociations of EPC offers in the range $30M to $400M in LNG, H2 and CCUS.COMPETITIVENESS IMPROVEMENT: to match competition in LatAm and Middle East, I lead a cross functional initiative to challenge our ways of working to reduce our cost base. in parallel, I negociate exclusive partnerships with key sub-contractors to better position our offers.VERTICAL INTEGRATION OF CONSTRUCTION CAPABILITIES : to increase differentiation, I adapted the business model of Entrepose Contracting towards self performance of construction works, raising internal contribution to ~50% of costs.I develop a H2 and CCUS offering, leveraging Group expertise and technology.

Definition and implementation of strategic plans, M&A, Corporate Venture. In a severe downturn (revenues dropped by 40% between 2015 and 1017), I led key transformational initiatives to better position Company offering:SECTOR CONSOLIDATION: I put in place a continuous strategic watch of our main competitors and consolidation plans. I led the acquisition of EMAS Chiyoda Subsea ltd (competitor under chapter 11, strategic entry into Middle East market).NEW BUSINESS MODEL : I adapted the Company business model from an agnostic EPC contractor towards a turn key solution provider through an exclusive alliance with OneSubsea (an equipment provider, Schlumberger Group), to offer integrated solutions (new model represents 40% of sales).PROPRIETARY TECHNOLOGY ACQUISITION : to accelerate access to differentiating technology, I created a Venture Capital and led the 3 first minority investments or partnerships (Geps Techno, Airborne O&G, Flasc). I also acquired Swagelining a spcialist technology providerSTRATEGIC ENTRY INTO OFFSHORE WIND: I contributed to the development of the business logic and the implementation of the strategy, following the principles implemented in O&G (Acquisitions of Seaway Heavy Lifting, Siem Offshore Contractors, Xodus)

Management of the Paris Engineering department (350 staff), support to projects, performance improvement and new technology development.COMPETITIVENESS AND NEW METHODS: I led a LEAN engineering initiative to improve financial performance (-17% of engineering costs in projects), improved scheduling and project management methods.ENGAGING EARLY WITH CLIENTS: to promote our differentiating solutions, I created an Early Engineering Team, capable of engaging with clients at concept stage. This increased our visibility as a solution provider and our capability to influence clients' technical choices.RESTRUCTURING: to face the downturn in oil price, I adapted the organization of the Engineering Department and managed the downsizing from 350 to 270 positions.

Consortium lead (60/40 with Saipem) and tender director of a $5bn offer for TOTAL Angola Kaombo project.NEGOCIATIONS AND COST REDUCTION INITIATIVES: In an extremely competitive tender, I led 5 rounds of negotiations with client, state regulator, partners and suppliers, resulting in ~20% cost reduction. I pioneered a strategic partnership with OneSubsea (subsea equipment division of Schlumberger) to offer integrated offersCOMPETITIVENESS IMPROVEMENT: this extremely competitive tender evidenced the limits of our business model (cost reduction levers and access to differentiating technology). I launched several initiatives in my following positions to build from this experience

P&L of the BU Major Projects and co-functional responsibility of Project Delivery FunctionBU PERFORMANCE DELIVERY. Delivered of financial objectives. Engagements and negociations with clients and partners in Chile and Panama. Leveraged project presence in country to establish new O&M business in Panama and grow repeat business.PROJECT MANAGEMENT TECHNIQUES IMPROVEMENT. Co-developed the Degremont Project Management Training Program and introduced new project management practices (schedule management, portfolio management)

Tendering of large offers (>$1bn); P&L responsibility of large projects ($500 to 800M)PROJECT PERFORMANCE: I managed 2 projects (Total Moho, Congo, and ExxonMobil, AG15, Angola) and restored their profitability while improving client relationship. Strong safety performance (4Mmhrs, no accident)TENDERING, NEGOCIATIONS & PROJECT EXECUTION: Tender manager then deputy project manager of BP Greater Plutonio, Angola, the first project of Subsea7 over $1,4bn. I adapted the conventional project mnagement techniques to the size and complexity of new large projects.

Sale and management of consultancy services in strategy, operational performance, change management. Management of teams of consultants- Valorization options for a co-generation (price scenarios, strategic valorization, profitability)- For an European industrial client : €300M electricity sourcing negotiated with all European utilities, implemented new SCM organization, identification and sharing of best SCM practices- For an utility, consolidated SCM spend across branches, benchmarked practice level, developed an improvement plan (€4bn spend consolidated, 7% savings targeted, achieved 7% on first €2bn pilot phase)

Supervision of reservoir aspects of 4 offshore oil fields representing 60,000b/d- Validated business case for 9 additional wells- Improved productivity of existing assets (5000b/d, pay-out 15 days)- Managed a team of 2 Nigerian engineers

In charge of special core analysis and support to reservoir studies- Developed new measurement techniques and increased by +40% productivity of the lab- Led various research programs and published 2 papers in international reviews- Managed a team of 4 technicians