Responsible for establishing, growing and managing a newly founded Global Analyst team within the Upstream sector of Wood Mackenzie. I am responsible for a team of over 40 analysts and managers who support our upstream service through their analysis and research of upstream assets worldwide.Key Responsibilities:Establish and lead a global Upstream team of high performing Research Associates and Analysts ensuring a smooth transition to our new Upstream Research operating modelBuild a strong talent pipeline at Research Associate and Analyst level across Upstream ResearchI have established and strengthened our presence in legacy and new locations within the company. Ensure the efficient, timely delivery of our research program and that the quality of our research is maintained Deliver outstanding professional development through coaching, performance management, and structured learning & development.

In September 2019, I became manager of the newly merged and larger RCCE upstream team. The role was the same as my previous one but with a larger scope and more people within the team. I had 10 analysts reporting to me. My initial key priorities were to ensure the merging of the teams happened smoothly and created a one-team mentality. The other key aspect of my expanded role was to continue to support the transformation of the business through participation and involvement in key strategic projects. Achievements:• Completion of the Experienced Leaders program• Successfully managed and lead the team through the coronavirus pandemic and the various challenges• Participated in the definition of a new modelling environment and supported the subsequent testing/roll out phases• Successfully onboarded multiple employees remotely including our associate in India• Managed complex client relationships• Management and organisation of key in region events

I joined Wood Mackenzie in January 2019 as the Russia Upstream Research Manager. I managed a team of 4 people who had responsibility for the coverage of the Russian Upstream industry. My remit, along with meeting team objectives, was to improve the efficiency of the team. Thanks to a drive on priorities and efficiency along with the use of lean techniques the team’s efficiency improved dramatically with a 44% reduction in the hours per report, 13% increase in the reports published. I was also heavily involved in implementing a number of process improvements within my team and beyondAchievements:• Significantly improved efficiency of Russia research team• Completed Foundation of Leadership Excellence course• Drove the implementation of MS Teams and contributed to changes within Jira process

At the end of 2017 TechnipFMC went through another organisational change. This saw the role of my department changing dramatically. As a result of this change a new programme was launched to change the business model of the organisation. I was given the position of Execution Readiness Project Manager within that programme reporting to the Programme Director. This programme is company wide and has implications to all functions within the business. My scope within the programme is to ensure that each of our sites is ready to operate the new business model. Each site has a dedicated team assigned for which I am responsible. The teams include representation from sourcing, quality, planning, project management, suppler quality, manufacturing and production.

Following the Merger of FMC Technologies and Technip my role was changed to Product Technology Project Manager. This role is very similar to the activities I was doing before the merger and is continuing to evolve as the company integrates. Reporting to the Vice President, Product Technology I am responsible for managing a portfolio of projects across multiple functions and locations with the product technology (PLM and R&D) organisation. The position is a member of the Product Technology Global Leadership Team and is responsible for:1) Leading and supervising project teams in all aspects of product technology projects to ensure projects are complete on time and on budget2) Project Managing technology, compliance and functional engineering projects as directed by Vice President, Product Technology3) Using lean philosophies to manage team members and provide support4) Monthly/ Quarterly reporting to technology and executive leadership5) Developing strategies for technology and organizational improvement projects to support Vice President, Product Technology and Engineering leadership groups6) Leading and collaborating with global cross functional teams to align objectives and approach

In this position, I moved away from the physical delivery of product and moved to a position that was more focused on the product development and engineering process side of the business. I was responsible for providing support to the Vice President, Product Technology with project management, monthly and quarterly reporting, analysis, and budgeting. The position was responsible for Project Management of global technology and engineering improvement projects as directed by Vice President, Product Technology. These may include; Implementation of organisation improvement plans such as global governance systems, process improvement, HSE risk management and safety improvements, cost reduction activities, budgeting/forecasting processes, manufacturing improvement activities, performance analysis and comparison between regions/ product lines and simplification. The position is also be responsible for aiding the Vice President, Product Technology in identifying best practices and synergies within TechnipFMC. I had daily contact with multiple functions and stakeholders, including executive management, directors, managers, Engineering, Manufacturing, Sourcing and Quality to ensure information is communicated appropriately. Leads and collaborates global cross functional teams to align objectives and approach. Achievements• Developed and rolled out new electronic reporting method for safety risks. • Improved the closure rate of safety risks with the Product Lines• Implemented dedicated project team and global review system• Developed and implemented Global Governance System• Established a method for improved engineering metrics

In March 2015, 18 months after joining FMC, I was promoted to Product Project Manager where I continued my responsibilities on GRD and VSEP. In April 2015 I was moved onto the Egina project leaving GRD and VSEP in a very good position to meet contract dates and budget.Being so large, there were 2 PMs on the project and we have shared responsibilities for the scope of the project. The role involved managing numerous internal and external stakeholders. I had a small team working with me and together we align with the wider organisation and functions to ensure that the different deliverables of the project are delivered on time to the end customer. I was required to travel and spent time working in both Nigeria and Norway. I had an excellent relationship with my customers and worked closely with them as well as great relationship with the interested parties internally. Achievements• Successfully delivered scope of the project to Nigeria within the requirements• Collaborated across the business to ensure that shipping deadline were met • Visited Nigeria to build closer relationships with my counterparts and the client• Managed Graduate Engineers on placements in projects and provided them with training and mentorship• Took responsibility for major rework project working closely with the customer and establishing a rework plan. Outside of my role I have been involved in a number of different projects and initiatives which include:• Developing a number of Excel Macros that cut the time Planners spent running reports from 4 hours down to 20 minutes. This saved the company in excess of £250,000• Participation in project to revolutionise the way the company handled invoicing• Responsible for the creation of a policy for customers on site• Member of the Radiation Management Team

I joined FMC in August 2013 as a Business Graduate and was swiftly offered a position as a full time project co-ordinator after impressing in the Projects department. This role saw me support a project manager on a number of different projects within FMC Technologies. They were multi system projects with relatively large budgets and tight timescales. My role as project coordinator saw me assist the project manager in all aspects of the project. This included (but was not limited to): • Facilitating team and customer meetings• Customer and Management reporting• Financial reviews• Risk management• Contract Management After 6 months in the company I was handed three of own projects for which I was fully responsible. I was the sole contact both internally and externally and was responsible for the Engineering, Procurement, Construction and delivery stages of the project. Achievements:• First project was delivered early despite a tight plan and the customer requesting accelerated delivery of two months• Large margin increase on my projects which saw an additional 15% of margin added to the project• Negotiated additional scope for the project worth over £3 million• Completed repair and delivery of over 40 items within 3 month timescale.• Conducted project kick off in record time with 100% of objectives met • Managed changes in suppliers and supply chain strategy• Took responsibility for a major qualification project and pulled schedule in by 3 months.

I joined FMC in August 2013 as a Business Graduate. This was a one year placement and I was to be placed in the projects department. My role would see me work closely with a project manager and act as a Project Coordinator on multiple projects. I was offered a permanent position as a project coordinator in March 2014. Just 6 months into my 1 year placement

Over the last 8 years of working at Pitman Training my role has changed considerably with added jobs and additional responsibility being added all the time. One of the main aspects I enjoy in my job is seeing the results of my actions. My current role involves: • Daily running and managing the training room where I was responsible for 5 members of staff and the training room which had up to 100 students per day. • Responsible for delegating staff duties and daily tasks to make sure that all areas of the training room and reception were covered. • Responsible for dealing with any problems which arise from staff and students before the need to take the issue to higher management. • Reporting back to management with suggestions of areas where customer service and other business areas could be improved. As well as implementing new systems and procedures set by senior management.• I have been responsible for training all new staff members for the past 4 years.• Responsible for monthly stock order and liaising with suppliers• Working and managing with the company’s Google Adwords campaign and Google Analytics which sees me analysing the statistics, looking at areas where the campaigns can be optimised, and then reporting back to the Managing Director with suggestions. • Responsible for updating the company website. Since taking this responsibility the website is now regularly updated, we have more visitors and we are receiving more enquiry forms than ever.• Creating and designing email campaigns to be sent to our database of 20,000 email addresses. • Attending exhibitions to display the range of products we offer to potential customers and talk to them about what we offer and what we do.

During this season at Breckenridge I taught 187 students from ages 3 to 15, I really enjoyed teaching and working for Breckenridge Ski and Ride. I feel I passed on many valuable experiences to my guests and have had some good comments about my teaching in feedback forms. This was shown by me receiving an award for exceptional guest service at the end of the season