Responsibilities:• Member of Senior Management Team• Write monthly board report / papers and attend bimonthly board meetings• Lead Engineering, HSSEQ, Estate & Facilities, Pembroke Dock Ferry Terminal, Pembroke Port, Milford Marina, Milford Fish Docks teams, 100+ personnelAchievements:• Regular engagement with front line team members through operational walkabouts• Resilient operations through Covid 19• Focused attention on HS&S through development of team and engagement with third parties to ensure compliance and best practise• Development of Port SEMS to Port wide integrated management system, and gap analysis and associated action in preparation for ISO (ISO 9001/14001/45001) certification process in late 23 • Marina occupancy increased to 100% and significant waiting list in place for berths• Successful Brexit transition at Pembroke Dock Ferry Terminal• Optimisation of solar assets through internal analysis and third party expertise• Collaboration with Commercial and Projects in developing historic assets for industry to fabricate, launch and maintain marine energy devices through Swansea Bay City Deal

Responsibilities:• Lead Pembroke Dock Ferry Terminal, Pembroke Port, Milford Marina and Milford Fish Docks teams, 74 personnelAchievements:• Developed KPI scorecard to provide visibility and identify opportunities to develop business• Led completion of self-audit to identify gaps in operational documentation based on task criticality• Identified gap in demonstration of competency, building competency management system to address• Led development of plant and fixed asset register to ensure compliance with regulatory requirements• Driving use of event reporting system within team and prompt action close out to proactively improve safety• Led financial modelling of current Pembroke Port contracts to understand real margin• Completed detailed analysis of ferry terminal operation to identify opportunity to better meet customer needs with existing resource, working through employee consultation process to implement identified changes• Identified non-compliance with Marina financial procedures, to address worked through a difficult process with customers to ensure fair and transparent pricing whilst ensuring compliance with internal procedures

Responsibilities:• Lead harbour towage and line boat services, 170 personnelAchievements:• Quickly built good working relationships with stakeholders by listening and asking questions to understand their needs• In a lean operational environment identified and implement a series of quick wins ego Developed operational business plan and aligned KPI scorecardo Introduced daily operational meetings and issued weekly newsletter summarising key activities to break down siloso Established weekly safety meetings to focus action and resolution of issueso Identified contract misalignmento Reviewed and then significantly streamlined data gathering processes

Responsibilities:• Complete a refinery organisation review and develop optimised organisation structure• Lead HR, Training, IT, Purchasing and Laboratory Teams• Strategic member site management teamAchievements:• Conversed with a broad section of the site to identify major issues and identify improvement opportunities• Developed new organisation structure based on strengths of individuals, identified and addressed business improvement opportunities• Adaptability to the changing business needs, initially refinery sale, then group redundancy consultation (identifying organisation structure for decommissioning, terminal operation), then focusing on a refinery sale (TUPE transfer, contract novation, IT transition) and finally individual redundancy consultation (redundancy phasing plans, redundancy process, outplacement support)• Positively influencing the above activities through daily meetings with Murco directors

Responsibilities:• Led the Planning and Optimisation team – Planning, Scheduling, Oil & Excise Accounts, Laboratory• Coached and mentored direct reports to higher individual and team performances• Member site management teamAchievements:• Developed a lean based improvement plan to focus team activities, following brainstorming / discussion / prioritisation with team members, and “customers” of the team - Operations and Supply• Team took over the development of the production plan from Supply, moved to a 3 month planning perspective, implemented a new LP, increased the number of approved crudes, built constructive and facilitative relationship with Operations & Supply teams• Re-vamped nomination workflow and tools, removing non value add activities, incorporating into a single system so data is entered only once• Created a step change in laboratory safety by encouraging near miss identification, timely action close out, implementing safety walkabouts and 5S, addressed confined space atmosphere test equipment issues• Worked with management, laboratory team, HR and union to radically re-structure lab team to address team concerns (insufficient safety focus, increase in testing, test reliability, holiday cover) and meet “customers” needs - Operations & Process Engineering

Responsibilities:• Led the Oil Movement and Jetty teamAchievements:• Established monthly direct report team meetings to ensure direction was developed, agreed and fully supported by those implementing and to ensure a consistent message was communicated through shift teams• Issued weekly update to ensure all shift members were aware of priorities, issue resolution, project status • Drove a step change in housekeeping within the area• Led jetty efficiency brainstorm and then gained the refinery support and resources to capture opportunities• Implemented a new Project Coordinator role to ensure the area took ownership of projects and provided input to the process engineering and project departments to guarantee projects met the area’s needs

Responsibilities:• Led a variety of projects for the Technical and Refinery ManagersAchievements:• Led mixed Operations and Maintenance team to implement improvements to the permit to work system including permit requests, risk assessments and process walkthroughs taking place in advance of permit issue • By process mapping and data gathering fully understood the surge issues at the jetty, identified the root cause to enable solution development • Led safety work shop with contractor and MHR supervisors prior to T&I, completed daily permit audits, addressed specific safety issues as they occurred, facilitated area T&I lessons learnt session

Responsibilities:• Led and managed the Quality and Logistics team• Member senior site management teamAchievements:• Brought separate business aligned teams into 1 single optimised site team, used Operational Excellence and 6 sigma approach to develop and implement a customer focused, measurable strategy for the team• Implemented global initiative to improve use of SAP in planning and scheduling• Drove re-initiation of Responsible Care Program, leading to the development of a safety management system, co-ordinating and aligning initiatives, increasing the identification and resolution of safety issues• Developed tools to enable site leadership team to communicate their departments’ role in the context of corporate structure and goals

Responsibilities:• Led team of 30 personnel to implement operational excellence in 4 areas (Business Management Systems, Production & Traffic, Maintenance, Portfolio Management) with external consultants, Celerant• Used project management tools to deliver the project in an aggressive 40 week time frameAchievements:• Facilitated removal of barriers facing the team, gained resource and support from Site management team as required to implement the project• Met project objectives of increased process stability and reliability, individuals held clearly accountable for performance and resources transparently prioritised through implemented management systems• Sustainability - implemented a large degree of change yet the site took ownership and continued to develop and improve outputs after project completion

Responsibilities:o Led and managed the Basics Planning & Scheduling and Quality Teamo Team - received customer orders and developed production plans, managed customer complaints and drove quality improvement within the areaAchievements:• Implemented formal management of vendor quality issues through SAP vendor quality notifications. Worked with the production units and purchasing departments to implement• Led 6 sigma project to eliminate accounting issues due to poor reliability of automated mass balance tool. Key area was identification of issues through FMEA with team of experts and implementing solutions.• Developed and implemented Planning & Scheduling training program to enable team changes without customer impact• Managed situation where demand greater than supply of product. Worked with the global planner and sales professionals to prioritise customers and allocate the product that we had available.

Responsibilities:o Investigated and implemented corrective actions for customer complaintso Actively increased quality awareness within Fluids and Basics departments, and supported manufacturing engineers to supply better quality products to their customersAchievements:• Investigated customer complaints, decreased the response time from 35 to 7 days. Resolved long term outstanding quality issues meeting the needs of a key customer• Initiated and gained resource for five 6 sigma projects, active team member, successfully eliminated quality issues from the final product• Reduced block stock by 75% by tracking, publicising, gaining buy-in and directing re-work• With 3 days notice travelled to Asia to successfully lead the commissioning of dedicated Dow Corning storage tanks, tanker loading facilities and packaging line at a 3rd party terminal

Responsibilities:o Supported operators with day to day running of the processo Planned and led shutdownAchievements:• Facilitated interaction between global FBR process experts and production operators, leading to a post start-up increase in feed rate of 20%• Developed procedures and realistic shutdown, process equipment preparation, work plan and start-up Gantt charts which led to a safe on-time shutdown

Responsibilities:o Led electrical, instrument, analyser and systems check out of new fluidised bed reactor planto Led operator shift during start-up phaseAchievements:• Led a team of instrument, analyser and systems technicians/engineers to check out on plan IO loops (control, monitoring, ESD protection, PLCs (Programmable Logic Controllers), motors and analysers)• On shift for a period of 9 months, leading a team of 5 operators during the commissioning phase. Responsible for operator training and assessments. Led the shift during process start-up.

Responsibilities:o Improvement project identification, development and implementationAchievements:• Led vessel preparations for internal integrity inspections - developed SOP, risk assessment, safely implemented and re-commissioned storage tanks• Completed HAZOPs for re-vamp of distillation process as part of major 4 fold expansion

Responsibilities:o Support operators with day to day running of the processAchievements:• Developed SOP and risk assessment for safe quenching of spent catalyst without environmental impact• Provided confidence in process analysers reducing need for analytical laboratory testing