Lead developer for a one gigatonne carbon storage business. Responsible for creating and articulating the value proposition for an integrated net zero cluster centred on carbon storage in the depleted Morecambe gas fields. Defined the technical and commercial envelope for a multibillion-pound infrastructure project with complex value chain comprising CO2 capture from large industrial emitters, CO2 transport via shipping, pipeline and rail, and permanent CO2 storage.Formed commercial partnerships across the full CCS value chain to demonstrate project deliverability in a nascent industry. Built value propositions with industrial partners for a variety of synergistic opportunities including hydrogen production, hydrogen storage, and low carbon power generation.Responsible for engaging with a range of project stakeholders including prospective customers, both industrial emitters and large energy consumers; area participants such as other petroleum licence holders and wind farm operators; local government and politicians; and regulators including DESNZ, NSTA and The Crown Estate. Led Spirit’s successful application for a carbon storage licence from the NSTA with award in Q2 2023.Worked closely with the Executive Committee, Shareholders and the Board to build support for the project and alignment on the way ahead. Owner of the asset strategy and business plan.

Defined the strategic vision for the Morecambe Hub, a complex natural gas asset with multiple offshore platforms and onshore gas terminal producing from one of the UK’s largest gas accumulations. This resulted in a 2-year life extension, deferral of £0.5bn decommissioning liability and reserves upgrade.​Led an integrated team comprising subsurface, engineering, operations, projects and finance disciplines to appraise late-life investment opportunities. Further defined an offshore gas compression optimisation project and took to financial close. Fostered positive commercial relationships with neighbouring area players and explored business development options.​Line management of the cost control and production teams. Responsible for delivery of annual business plan which required risk-based prioritisation of an extensive range of competing scopes. Accountable for routine cost and production performance management and reporting.​Explored a wide range of energy transition pathways for the asset, including carbon storage, hydrogen production and hydrogen storage. Achieved internal consensus on the opportunities which led to a change in company strategy.

Provided asset management support to several UK North Sea fields. Primary responsibilities included the development of life-of-field strategies and delivery of the annual budget process. Worked up investment proposals comprising technical, commercial and economic analysis for leadership team and Board approval. Implemented and maintained the production management framework including ownership of the choke model, loss reporting and opportunity management. In addition to Operated asset responsibilities, the role included non-operated joint venture management of three UK Southern North Sea gas fields; protecting Spirit Energy’s interests and influence in challenging partnerships comprising large multi-nationals and UK independents. Successfully delivered an operatorship transition project following election of Spirit Energy as replacement operator.

Managed Centrica E&P’s multi-billion pound oil (Brent), gas (NPB) and foreign exchange hedging portfolio to mitigate the impact of commodity price and exchange rate fluctuations on the business. Owner of hedging models, financial forecasts and month-end actuals reporting. Calculated and instructed the execution of new hedge positions on a weekly basis to the trading team. Focal point for CAPEX, OPEX and revenue FX exposure management (USD, NOK, EUR). Performed analysis to explain hedging performance, with routine reporting to the Group Financial Risk function and E&P Finance Director. Maintained responsibility for corporate business risk management processes

Responsible for implementing and maintaining an effective risk management process across all Centrica E&P locations in UK, Netherlands, Norway and Canada. Regular presentation to the business unit leadership team and provision of support to allow them to consistently assess and control the risks facing the business. Established risk management as a key business process; maintained management buy-in; designed and implemented a risk management system and ensured compliance with internal and external corporate governance expectations. Role diversified to include the project management of a major corporate restructuring project and a management of change programme, which was initiated to successfully implement a new organisational structure.

UPB was a innovative upstream oil and gas technology start-up developing a low cost redepolyable offshore oil production system. Responsible for delivery of appraise stage field studies, assessing technical and economic feasibility of development opportunities using UPB Technology. Supported the progression of the UPB concept through front-end engineering activities, interfacing with major engineering contractors and project stakeholders. Completed a variety of commercial and business development activities, including the preparation of a physical data-room for the attempted farm-out of UPB’s 27th Round UKCS licence and the delivery of technical presentations to wide range of stakeholders including the Scottish Energy Minister, private equity groups, investment banks, oil & gas operators and engineering consultancies.

Selected for a highly competitive global Supply Chain Management Graduate Leadership Programme in FTSE Top 50 consumer goods giant. Deployed to several UK sites including Hull, Peterlee and Nottingham. Responsible for a diverse project portfolio with budget totaling circa £1million. Led teams to safely deliver engineering works in operational pharmaceutical manufacturing environment with stringent regulatory and quality requirements.

Six-month industrial placement during chemical engineering Master's year at a specialist engineering consultancy. Project entitled ‘Review of Enhanced Oil Recovery and Pipeline Transportation Methods for Heavy Oil’.