As Vice President directing the Upstream technical, development, front-end project management and operational activities to explore, appraise and develop opportunities to deliver integrated field development solutions to sustain production from onshore gas fields in Mozambique and deliver growth from near field exploration activities. Responsible for leading six teams and a diverse group of 70 Upstream professionals with expertise in Exploration, Subsurface, Concept Engineering, Field Development Planning, Wells, Corporate Reserves and Technical Assurance.

Providing management, business integration, technical, cost leadership and organisational change expertise and advice to the oil and gas industry.Key areas of expertise:• Framing opportunities and devising Roadmaps to Results• Hydrocarbon Maturation, Project and Well Delivery process improvements• Field Development Planning and Asset Reference Planning• Integrated production optimisation and asset value enhancements• Competitive Benchmarking and Asset Cost Leadership.Clients include:• One of the top three management consultancy firms on a project for a client in the Far East.

As Senior Cost Leadership Manager I was responsible for initiatives to improve safe, competitive performance, and increase cash flow from worldwide operations. By successfully providing specific advice on establishing and closing competitive gaps, regular cost oversight and performance management, I established myself as Subject Matter Expert in Shell for overhead costs, their classification and competitive benchmarking.My stand out achievements from this role include: • Setting up external competitive benchmarks and appropriate internal comparisons to establish the “Gap to Potential” for all assets in Process Safety, Production Availability, Operating Costs and Well, Reservoir and Facility Management Optimisation barrels.• Working with Finance and the business to move ‘Gap Potential’ analysis from a parallel process to fully incorporate into the 2017 business planning process. • Initiating and chairing the Upstream Cost Network to ensure best practices are shared across businesses and countries to proactively drive and accelerate implementation.• Catalysing a sustainable reduction in Upstream total cost of 20% as a key lever to improve Unit Operating Costs by 30%.

As Cost Leadership Manager I was responsible for the Deepwater contributions to the Upstream Americas cost leadership effort, and coordinating and delivering a step change and sustainable reduction to overhead costs. By successfully setting up a cost leadership program to improve transparency, external competitive view, spend understanding and performance management I was able to drive transformation of the business and improve P&L financials. I also received the Shell CFO Award Winner for Business Impact.My stand out achievements from this role include: • Co-ordinating and delivering Deepwater Overhead Cost Reduction plan of $320m (30%), contributing to improved margins and increasing cash flow during low oil price environment.• Leading cross directorate efforts to deliver an additional $60m reduction in IT hardware, technical applications and $7m Real Estate costs.• Introducing Deepwater Cost Performance Management framework that cut overhead costs by a further 10%, increased transparency and focused on continuous improvement.• Leading extended benchmarking effort to develop a comprehensive and consistent competitive view for all global Deepwater assets (frontline & overhead costs; Gulf of Mexico, Nigeria, Malaysia and Brazil). • Identifying $1.5bn (25%) gap to Top Quartile competitive performance and recommended levers and roadmap to address.

As Development Manager, I was responsible for four multidisciplinary teams and 60 professional staff providing focused development activity and subsurface support to five Deepwater Gulf of Mexico producing assets (dimensions: 4 TLPs, 3 fixed platforms, 12 subsea tie-backs, 69 wells, $1bn subsea expansion project and 250k barrels per day production), to deliver 50% of new production and 40% of cash flow from the Gulf of Mexico operations. By directing maturation and project management of 35 new wells and expansion activities, with $3.5bn capital investment and $110m expense budget, I was able to significantly improve the consistency of delivery to plan.My stand out achievements from this role include: • Delivering 16 new wells and 14 Mln bbls of new production within budgets, overall subsurface delivered +5% above expected rates and production, exceeding expectations. • Improving team performance by 10-30% across all key delivery metrics within 24 months, through analysing past performance, resetting the plan, correcting systemic issues, and embedding a performance management framework.• Increasing awareness and understanding of Development and Wells staff on how they contribute to the bottom line, by linking work to KPIs, identifying key focus areas for improvement, and increasing accountability through Lean Six Sigma methodologies. • Achieving step change in culture and understanding of “Thinking Subsurface Process Safety”, moving from compliance to embedding the proactive application of Subsurface DEPs, Critical Activities and Risk Management into daily activities. • Leveraging new technologies, novel applications and set new standards for later life well designs to maximize opportunities and reduce lifecycle well unit development cost.

As Malaysia Field Manager, I Ied a multicultural, multidisciplinary team of 90 professional staff providing subsurface field management, petroleum engineering and development support to 40 fields and ~500 wells in the Sabah offshore oil and Sarawak offshore gas assets. By delivering improved reservoir understanding, rationalising activities, accelerating the maturation and execution of infill wells, and leading a focused Wells, Reservoir and Facility Management programme, I was able to beat the annual production target and increase production year on year well within budget.My stand out achievements for this role include: • Leading improved reservoir understanding, generating more infill opportunities and near-medium term production, maturing 30 infill and workover wells to ‘drill ready’ or better using Lean Six Sigma principles, practices and tools. • Leading focused in-well production enhancement and accelerated infill well drilling activities in Sabah mature oil fields, which beat annual production target by 25% (8k barrels per day), and increased production year on year from 2008/9 lows.• Supporting highest ever demand of LNG cargoes in Sarawak gas fields network (delivering 280k barrels of oil equivalent per day) while saving $12m through rationalisation of activities.• Managing a rig sequence overhang on two rigs by accelerating the maturation of infill opportunities in both Sarawak and Sabah to save $47m.• Significantly increasing team morale in what was once considered a low value part of the business, and is now held up as an example of turning a business around.

As Asset Development Leader, I was responsible for a multicultural, multidisciplinary team of 50 professional staff undertaking all subsurface work, front-end hydrocarbon maturation, development planning, concept engineering and selection activities for a portfolio of four complex, multibillion-dollar Deepwater projects, and supporting the identification and assessment of two emerging Exploration projects. From a collection of silo project teams, I created a true Deepwater development team with clear identity and team spirit, and by focusing on integration and collaboration to maximize opportunities across the portfolio I was able to achieve accelerated project milestones. Significantly contributing to the growth of Deepwater in the region.My stand out achievements for this role include: • Delivering Batch 1 and 2 Gumusut development wells achieving all objectives ahead of schedule and under budget.• Restoring progress by achieving technical alignment with the Malampaya JV Partners to drill the Camago appraisal well before selecting the concept on the Phase 2 project.• Progressing Malikai and Sabah Gas/Kebabangan projects on accelerated schedules and ensured effective integration between the parallel projects. Meeting or beating project milestones. • Achieving accelerated exploration stage gates, appraisal well drilling and Declarations of Commerciality. Secured government

• Led a multidisciplinary team of 16 professional staff undertaking front-end hydrocarbon maturation, appraisal and development planning and concept engineering work for a potential Mediterranean Deepwater integrated gas cluster project, including the technical and economic evaluation of a potential acquisition aimed at increasing project gas volumes.

• Led a multidisciplinary team of 12 professional staff undertaking an In-field Opportunity identification and assessment study of the Bonga field leading to a staged development roadmap of short term infill and longer term expansion projects. The high value infill wells and the first expansion added >150m barrels expectation volumes to the field development.

• Responsible for the detailed design and planning of 16 Deepwater development wells; assisted in the compilation of detailed drilling programs and provided operations support; compiled a drilling improvement plan and delivered Top Quartile Deepwater wells under budget and ahead of schedule.

• Well Engineer (1997-2000), responsible for the conceptual and detailed design of wells, compilation of detailed well construction and completion programs, assisting in the day-to-day operations and deputising for the Rig Superintendent. • Rig based company representative (1995-1997), responsible for supervision of drilling operations and QA/QC of contracted services, operational integrity, adherence to program and optimal performance for offshore drilling operations.

Recruited to graduate programme from M.Sc. course and underwent comprehensive oil and gas training. Acquired practical rig based experience in drilling, evaluation, well testing, completing and workovers during secondment to the Nederlandse Aardolie Maatschappij (NAM).