Key member of the Sasol Executive Committee and accountable for the strategy and business delivery in Sasol’s oil and gas and mining businesses, reports to CEO. Currently, restructuring the company through a number of self-help measures, divestments and reorganising the entire company.• Implementing a new Health, Safety and Environmental approach in mining to correct shortcomings and achieve zero harm. • Developed a new value/turnaround strategy in mining that is focusing on embedding robust planning, a revised operating model and digitalisation which will result in a 25% reduction in operating costs.• Devised a value growth strategy in the oil and gas business focusing on West Africa.• Instrumental in the development of Sasol’s climate change strategy and plan formulation and its vision for shared value in communities where we operate in both Mozambique and South Africa.• Currently implementing an alternative gas supply strategy for potential LNG/pipeline gas importation into Southern Africa to replace Sasol’s declining existing resources.

Executive management team member, accountable for all technical and operational aspects for Private Equity backed E&P company seeking to deliver large M&A deal across a range of international assets.

The EVP BG Technical is accountable for the delivery of programmes and projects across the value chain from Assess to Operate including; group-wide capital and well engineering projects; ensuring the optimum development of discovered resources, continued production and operations efficiency improvements; rigorous cost management across the business; group-wide assurance; innovation and implementation of technology and reserves reporting. This encompasses some 700 people and nine functions directly and some 2400 parented people worldwide and a capital budget of $9 bn.The primary emphasis in this role has been planning and implementing changes to ensure cost effective business delivery in a low oil price environment. This involved streamlining the technical corporate centre and simplifying our processes by creating and implementing late life asset strategies to ensure maximum safe value from ageing assets, on-boarding BG’s strategic alliance partner for all our projects and completing a significant cost reduction exercise across the entire business. My principal leadership priorities continue to be the relentless pursuit of safe and sustainable business excellence by continuing to challenge the norms, to innovate and collaborate for the best solutions and outcomes and to ensure that my team performs to the best of our collective ability.

Plays a key strategic role in BG Group delivering on its Business Principles' goals with regard to Safety and Asset Integrity. Responsible for relevant Operational and production policies, procedures, standards and guidelines across 55 operations in 25 countries.Manages large scale change ensuring that all change meets the intention of reducing risk in our MAH operations. Ensures change is delivered with regard to People, Processes & Technology.Accountable for developing, deploying, maintaining and sustaining a suite of integrated capabilities which deliver business performance in the key areas of safety, production and cost performance.

Delivered BG’s $3 billion entry into US shale gas in the Haynesville shale in Northern Louisiana/Eastern Texas with JV partner EXCO resources and then the subsequent $1 billion entry into the Marcellus shale in Pennsylvania. • Implemented a fast ramp up to 25 drilling rigs, drilling 400+ wells in three years and producing 1.6 bcf/d. Exceeded all investment case production targets and bettered the expected drilling and completion learning and cost curves.• Built a team (c.70 people) to manage the business and pursue further unconventional liquid opportunities. • Ramped down activity to meet self-funding requirements and alignment with partners following the US gas price reduction.

BG Trinidad &Tobago produced circa 1 billion cubic feet per day of gas from two offshore and one onshore facilities into the domestic and Atlantic LNG markets. The role was accountable for the upstream P&L, operations, project delivery, exploration and midstream business as well as development of strategy with some 350 people and an EBITDA of $750 million.• Completed business performance turnaround to deliver production and cost targets.• Delivered in excess of $2 billion projects on time and on budget.• Conducted current state assessment, designed and embarked on operations excellence program.

The VP&GM was responsible for all upstream performance, delivery of projects, budgets, work programmes and production. BG Egypt and its joint venture companies employed over 1000 people.• Completed, ahead of schedule, the development of its integrated upstream and mid-stream LNG chain, representing $3.0 billion investment in three deep water projects, taking its production from 0.25 to 2.5 bcf/d.• Rebuilt exploration acreage position, winning two large exploration blocks.

Responsible for all commercial activities within the UKCS, North, South and West Asset. The Asset’s production was annually in excess of 25 million barrels of oil equivalent. Responsible for portfolio management of core and non core assets, divestments, rationalisations and commercialisation of pre-development assets.

Responsible for Joint Ventures’ business planning, IT, PR and London HR on the giant Karachaganak gas/condensate field in Kazakhstan. • Negotiated production sharing contract amendments and tax settlements with the Kazakh Government.

Economic analysis of a number of diverse fiscal regimes across the gas chain. • Championed successful production sharing contract negotiations and partner unitisations in Trinidad. • Formulated feasible development schemes, budgeting and scheduling for British Gas's operated undeveloped UK gas fields (>2Tcf).

Involved in the economic and technical evaluation of various offshore gas and oil developments, onshore gas storage, power generation projects and the analysis of the UK gas and electricity markets, culminating in the identification of a number of innovative commercial opportunities which BG pursued initially and ultimately divested.