I am available for work in these areas:• Front-end development of energy projects• Chemical and process engineering and engineering integration• Development of energy policy and improving energy management

Managed the midstream asset development for processing and transportation of natural gas, condensate and produced water. Technical lead for five commercial agreements including processing, transportation, construction and power. Managed the interface between the production from wells and a future downstream processing project. Key Achievements:- Generated value: Tens of million’s of dollars in the negotiation of commercial agreements with the focus on product measurement and allocation and improvements in the facility uptime;- Delivery lead: Oman Shell’s Energy Transition Framework evaluating strategic options for future growth in the context of Shell’s ambitions and Oman’s vision;- Country-wide gas network model (first in Shell): Delivered to forecast long-term gas quantity and quality to multiple consumers for support of new business development opportunity evaluation.- Global team leadership: 15-person multidisciplinary team, including subject matter experts, partners and service providers located around the world. Managed remotely including a 9-hour time difference, for 2 years.

Seconded to PDO

Led the facilities team for the Fram Development with a $2 Bln capital investment through the feasibility, concept selection and front-end engineering phases. The scope included a new floating production unit, subsea bundle, an export pipeline and production/ injection wells. I had financial signing authority for the OPEX budgets of $2 Mln with my team comprising of 20 people. Key Achievements:- Front-End Design: Led the team in the topsides front-end design covering $500 Mln scope involving the first implementation in Shell of a frame agreement based on industry standards for floating facilities.- Business Development: Led the technical development of Shell’s regional strategy including developing a unique methodology for evaluating alternative strategies using benchmarks and key metrics.- Planning: Led the development of a Facilities Reference Plan and subsequently agreed the results with co-venturers to unlock the growth opportunities for the production facility.

Facilities Lead from the Identification phase to the early Select phase for the F29, Beryl and Laila opportunities in the Sarawak Asset. The scope of these projects inluded 1 subsea well, 10 platform wells, 2 subsea pipelines, 1 wellhead jacket & brownfield modules. Also mentored two front-end engineers who were new to the role.A key project challenge was the marginal project economics as part of the Production Sharing Contract (PSC) nearing expiry. Another challenge was maximising utilisation of existing infrastructure to minimise CAPEX including third party wellhead platform for drilling.

Project manager responsible for delivering a forecasting tool for the Sarawak gas network feeding the Malaysia LNG plant which had gas flowrates of approximately 3 billion ft3/d. The calculation engine was an integrated production system model comprising reservoirs, wells, compressors and pipelines. The tool included an interface to allow production planners to assess the impact of shutdowns on short-term and medium-term plans.This was a $5M project with suppliers in Malaysia, Netherlands and USA. I was responsible for the full scope of the project to handover, had financial authority and had reservoir engineering, production technology, process engineering, production planning, IT and documentation team members.The main project challenge was in defining the achievable scope of the project since the size of the prize and the tools to be used had already been identified when I started. Also, the change management was a challenge to ensure that model maintenance and ways of working with the forecasting tool were embedded within the Wells, Reservoir and Facilities Management and Production Planning teams.

Working in Shell Todd joint venture

Led the 5-person Energy and Water Policy team in the Corporate Planning Directorate covering operating costs of $1 Billion per year. Key responsibilities included defining the energy and water management strategies and business plans for Petroleum Development Oman (PDO) and putting in place the management framework to deliver the strategic objectives. Also establishing the appropriate governance of energy management and working with PDO’s directors to enable delivery.Key Achievements:- Energy management programme: Benchmarked production facilities and developed and prioritised activities based on these benchmark results and built the roadmap and investment plan to lift the performance to top quartile.- Stakeholder alignment: Established focussed teams and removed barriers to enable on operational changes to reduce energy consumption, which saved more than $20 Mln/year. Winner of the annual Shell Global Impact Awards.- Cost and risk reduction: Identified opportunities to reduce costs and impacts of produced water disposal by extraction of valuable minerals to create value from this waste stream.

Front End Development Manager for the Zauliyah Integrated Oil and Gas project. My responsibilities include managing an integrated sub-surface and surface team to evaluate the feasibility of developing 3 oil and gas fields in the Zauliyah area. This has included drilling appraisal wells, evaluating early development options and assessing the feasibility of an additional processing facility.Key Achievement- Risk-based decision making: Justified $3 Mln spend as part of a capital project thus saving $700 Mln and creating value of $100 Mln (recognized by an annual PDO Excellence Award).

Led the 5-person Concept Engineering team supporting the development or re-development of 10 oil and gas fields by depletion, water flood or gas injection. The scope of these projects covered more than 200 production/ injection wells, new production facilities, pipelines and pumps. Recognized as an expert in early project scoping, co-led the establishment of front-end development capability in PDO. Key Achievements:- Risk-based decision making: Justified $3 Mln spend as part of a capital project thus saving $700 Mln and creating value of $100 Mln (recognized by an annual PDO Excellence Award).- Facilitation: 20+ workshops in project initiation, feasibility screening and option selection to support quality decision making in major capital projects.- Coaching: Developed the concept engineering capability in PDO by coaching and implementing guidelines identifying more than $100 Mln saving in urban planning (won an PDO Excellence Award).- Lean: Reduced the time spent preparing a Basis for Design by 40% by implementation of a Lean Project.

Facilities Lead from Assess to Operate for the Workover of two Kapuni wells that were converted from gas injectors to producers. Also Process Engineering Technical Authority and was responsible for mentoring 2 graduate process engineers.The main project challenge was implementing a different wellsite operating mode by using separation equipment at a remote wellsite.Front End Lead for the Maui Late Field Life project from Identify to Select. The scope of this $20M project included installation of a separator and injection facilities for low dose hydrate inhibitor, which was relatively new technology.

Applications Team Lead for the $5M Operator Training System at BP's Kinneil Oil Terminal. The model comprised a dynamic process model with a link to the DCS system to give the operators the same interface they use every day. 1 direct report and was responsible for 3 other staff with mentoring responsibilities. The main project challenge was providing a system that reflected the operating plant to instill confidence in operators and end-users.Developed dynamic simulation models for air separation units, refinery units and offshore gas platforms and also did the DCS integration for chemical plants. These were for a range of clients including BOC, BP, Chevron and Unocal.

Seconded to the Natural Gas Corporation (NGC) for 18 months at the Kapuni Gas Treatment Plant, which processes high CO2 gas. The work provided a wide range of operating experience including technical support for production and maintenance, project engineering and commissioning. Also involved in pre-commissioning and commissioning of dehydration, refrigeration and distillation plants. Achievements included reducing natural gasoline RVP by 25% to meet the specification and achieving energy savings of 15% on large energy users.