Led the formation of a CI & Performance team within Shell Australia’s HSSE function to drive simple and effective solutions that continuously improve the safety of work through a structured 3 stage process of:o PLAN: Facilitating HSSE annual management reviews and Team strategy and planning sessions that have delivered clear, focussed annual improvement planso DO: Translating strategy into workplans and daily delivery supported by performance management cycles and visual management boards that prioritise high value worko IMPROVE: Led and coached CI projects to address many business problems including: HSSE scorecard creation and stability; Midstream potable water management; Improving local environmental performanceIn role I have also personally demonstrated visible safety leadership through a commitment to time at our Assets, including regularly acting as a HSSE Advisor during major Shutdown activities at our QCLNG facility on Curtis Island

Short term broadening assignment (parental leave cover) to support the Upstream Finance team during the annual Business Planning cycle:• On time and complete delivery of Business Plans (Annual Budgets) and latest forecasts across all areas of accountability – Compression, Warehouse, CAMS, Prod Engineering, Prod Chemistry and D&R• Review & Financial approval of $2.5m of obsolete stock for disposal

I joined QGC at the start of a period of phenomenal growth for the company. During my time working in Operations, QGC has increased Production volumes nine-fold and delivered the infrastructure to grow from a small domestic gas business, to the world’s first Coal Seam Gas (CSG) to Liquified Natural Gas (LNG) operator. Within this dynamic environment I have played a pivotal role in developing and utilising, systems and processes, that Optimise Production and fulfil commercial, regulatory and environmental obligations. Collaborating with an extensive network within QGC and leveraging a broad knowledge across Operations, Subsurface, Wells, IT, Projects & Commercial, significant achievements include: * Delivering under unit operating cost (UOC) business plan targets for Southern Operations 3 years running, while reducing UOC by 50%. Improvements underpinned by: - Optimisation of the end to end well intervention process through continuous improvement application. By ensuring transparency, control, collaboration and competency development, workover execution has halved ($95mill > $40mill) - Rigorous application of change and opportunity delivery processes to identify and deliver multiple low-cost production optimisation improvements * Leading organisational changes, such as the move off Operational custody of a facility and associated wells to Southern Operations. This led to a reduction in HSSE risk (driving time), doubling of well Production and advanced Operational Readiness for an upcoming gas sales agreement that would lead to gas redirection through the transferred facility.

Upon Shell integration, as QGC’s first site process focal point for WRFM I adopted and adapted WRFM processes to further enhance our Production Management capabilities and ultimately reach No 1. on the Shell WRFM Global League table. An example being the design of “limit diagrams” that visualise the QGC production system; associated constraints; and opportunities – recognised as best in class in Shell by global WRFM function.Established operational rhythm on metering compliance to regulatory standards * Commencement of fiscal meter swap outs, cleaning and external calibration in Germany to meet Queensland Petroleum & Gas Act requirement for 10 yearly external validation* Systemising metering assurance processes through automated tools and industry best-practice support software* Refresh of measurement schemes and supporting documentation continuous improvement recognised as best in class by the regulator (DNRMe)Integrated QGC into Shell Production Systems and processes* Translating and updating Hydrocarbon Allocation (HCA) controls into Sarbanes-Oxley (SOX) controls to meet Shell financial control requirements* Planning and delivery (ongoing) the transition of QGC production systems into Shell IT infrastructure while ensuring business continuityLeveraged and integrated disparate raw data sources to drive Exception Based Surveillance (EBS) routines and provide insight into Production Performance* Creation of a “well event log” that combines wellsite process and alarm & event data to create a complete history of wellsite and Hydraulic Power Unit (HPU) shutdowns and root causes. This data set informs short term troubleshooting and long-term reliability improvement prioritisation and measurement* Development of rich visual dashboards that provide quick, powerful insight into both individual well (WellBook) and overall Production System (KPI dashboards) performance using data from multiple underlying data sources

Implemented technology solutions to increase efficiency* Developed an Operational Portal that provides real time analysis of production data* Designed the layout for giant media wall displays for real time system monitoring* A reporting layer (Business Objects) for Production dataFulfilled all commercial, regulatory and environmental reporting responsibilities relating to Production volumesAs HCA manager I oversaw the use of Energy Components to account for all Production volumes* Delivered volumetric and commercial allocation processes for: LNG plant; export pipeline; and new areas of Upstream Operations with significant complexity of co-mingling ownership and multi-path processing streams* Virtual metering strategies* Centralised the storage of all historic wellhead gas and water volumes* Identified metering errors of $1.44 millionSet Key Performance Indicators (KPIs) to measure Operational Performance* Allowed for CSG specific constraints and calculated nodal Gross & Net, gas & water forecasts* Created KPIs and reports covering Water Production, Storage & Treatment - mitigated $8.8 million risk* Developed systems and reports to track underlying well & facility, availability & reliabilityCo-ordinated informed management intervention and action through targeted Performance Review* Established and chaired Performance Review meetings* Designed and delivered all daily, weekly & monthly production reports, consolidating and automating where possible* Improved Joint Venture partner relationships through concise, informative and professional presentation at monthly meetings

As part of the senior management team reporting to the COO my initial remit was to perform a strategic review of all aspects of the IT and telecommunication functions, from which I set four strategic IT goals for the firm. Using my excellent communication and negotiation skills I won the approval of 25 partners for a range of projects which met and exceeded these goals. Key successes included:* The complete overhaul of the London data centre including: virtualisation of the server infrastructure; a new three tier storage infrastructure; replacement of all network switches; new backup system; and a new electrical infrastructure* Three office moves involving the design, tender, negotiation and installation of all power, network, IP telephony and data centre infrastructure* The consolidation of separate agreements for the purchase of devices, toner, paper, service and maintenance into a single lease and “pence per print” cost for all printers, copiers, faxes and scanners* The recruitment of a team of highly motivated, skilled IT professionals who excelled at their jobs and frequently garnered positive feedback* Co-project managed a major upgrade of the Practice Management System, overseeing a team of 30 from Partner level right through to Records Clerks* A new Document Management System to start the firm on the path to Electronic Case Files* A documented, tested and straight-forward disaster recovery plan* A 60% reduction in landline call costs* A 30% reduction in Internet Service Provider costs* Mobile working solutions such as iPhones and mobile dictation* Integrated real time speech recognition for dictations* Collaborative online filing of patent applications* Automated report generation for quick and accurate access to information from Accounts and Practice Management systems* The introduction of comprehensive system monitoring* Standardised and upgraded the desktop environment to simplify hot desking and reduce helpdesk calls

Flomerics was a publicly listed software company with 15 sales offices and 6 development locations spread across Europe, Asia and America. Upon obtaining promotion to Global IT Manager, I targeted three main areas for improvement: consolidation of IT systems and spending; modernising the software development infrastructure; and delivering technology driven improvements to the sales process globally. Key successes I achieved in these areas include: ● Increased collaboration and productivity while reducing costs by consolidating and improving the functionality of disparate IT systems from multiple European offices into a single centrally managed IT infrastructure● Oversaw the smooth integration of IT services for newly acquired companies in Germany, Russia and Hungary, as well as the opening of an offshore development centre in India. ● A 15% reduction in IT spending, by centralising the IT budget and negotiating bulk discounts with suppliers. ● Measurably improved IT staff performance by a combination of SMART objectives, regular reviews, successful recruitment and hands-on staff management.● Implemented appropriate ITIL policies and procedures thus ensuring legal compliance and delivering a more stable IT environment.

As webmaster I was responsible for all aspects of content delivery and web-based tools for both internal & public websites, from underlying server infrastructure, through data storage to final presentation to users.