Providing consultancy to players in the downstream oil market who are interested in looking for a third party expert view on strategy development, business development opportunities as well as commercial best practice (eg cost-to-serve, route-to-market and smart pricing). I bring a wealth of knowledge and contacts in the UK Fuels market.I also provide advice on M&A projects in the downstream/midstream sector.I'm interested in a Non-Executive Board role to complement my current consultancy portfolio.

Responsible for delivering growth projects that will diversify the company's income streams. Identify, implement and manage to maturity new businesses (new parts of the value chain, route-to-market, new products, new geographies)Identifying and leading M&A activity.

I was accountable for visions and strategy development and business plan delivery for the sales of all fuels & petrochemicals produced by, or imported into Stanlow refinery and sold in to UK&Ireland with a team of 25 employees. I was a director of Essar Oil UK Ltd and a member of the Executive Committee. I consistently exceeded business plan targets (volume/margin/ costs/payment performance) by • quickly re-optimising the business following acquisition from Shell. • growing the higher value sales direct from the refinery’s loading rack by trebling the size of the delivered-in fuel business and bringing a major consumer into the terminal. • taking the strategic decisions to enter the UK Retail Forecourt market and Direct Aviation market at Manchester Airport to open up future revenue streams. • implementing a company-wide customer-focus culture that transformed the customer experience that underpins growth, evidenced by no loss of customers since acquisition and industry leading operational KPI’s. • significantly improving the capabilities of the Sales & Marketing team by introducing a high potential graduate and experienced hire recruitment programme.

I was accountable for vision and strategy development and business plan delivery for the sales of fuels into the commercial fuels market segment. I took 3 under-performing Shell marketing business units, created a common vision and left the business in a healthy state. I was a member of Shell UK Oil Products Leadership Team and the board chairman at 2 fuel reseller subsidiaries. I trebled the EBITDA within 3 years by • re-focusing the business both geographically and by customer segment (entering the hypermarket segment, increasing sales to resellers and large B2B end-users).• improving sales performance by introducing Sales First processes/behaviours.• reducing headcount by 1/3rd by simplifying customer base and re-engineering order-to-cash processes, winning a global Shell Operational Excellence award for faultless SAP business delivery.• divesting 2 reseller subsidiaries for good EBITDA mulitples.• achieving target zero in HSE for a 4 year period.• maintaining team motivation and performance during a long divestment process.

I was responsible for maximising the margin of a range of commodity solvents in Europe, Middle East and Africa by providing clear direction to the 35 strong regional sales force, 3 manufacturing sites and a supply chain team. I consistently exceeded targets throughout a volatile commodity business cycle by making the sales team very focused on the rate of sales in price sensitive customer segments, moving price accordingly. I also joined the account managers to help get the right outcomes from the major contract negotiations, always seeing and taking opportunities whenever the supply/demand balance was favourable to improve terms. I produced a business case for the closure of one of the manufacturing plants and created an alternative supply plan with a co-producer to meet the remaining customer needs. I also provided reasoned input for the continuing simplification of the customer portfolio and an increased use of lower cost-to-serve distributors.

I was responsible for improving the regional profitability of 6 Central East Europe chemical businesses 15% p.a by primarily by improving the sales team’s competence, opening a new sales office in Serbia, and finally by developing and implementing an alternative agency solution following a strategic review to close down local offices..

I was fortunate enough to join the Shell graduate programme. This gave me the opportunity to get early exposure to all of the necessary building blocks for a commercial career; sales and trading, supply chain, planning and strategy development, mostly on an international basis.This experience was gained in the fields of thermoplastic elastomers, urethane chemicals, epoxy resins, additives and others.The roles allowed me to demonstrate both by analytical strength as well as negotiating skills; these skills lie at the heart of the way I achieve results.