Responsible for the Services to Solutions programme which delivers modern, compelling offerings and distinct customer value to Wood Operations clients

Responsible for the development and deployment of operational strategy across the Wood contracts supporting bp in Trinidad, Azerbaijan and North Sea. Specific remit to deliver high quality, standardised services across the contracts whilst delivering efficiency and innovation

Accountable for the development and delivery of key corporate services required for for business growth including market analysis, marketing, innovation, sales governance including executive reporting, knowledge and acquisitions. Responsible for the development and management of a strategic performance framework that seeks to improve performance in the delivery of key objectives.

Responsible for the effective and efficient delivery WGPSN’s Business Acquisition function delivering tender/bid responses in supporting Business Development across the WGPSN business. Responsible for: • The effective delivery of BA support through teams in Aberdeen, Bogota, Houston, Calgary, Abu Dhabi and Melbourne o Current pipeline activity circa $12.4Bno Global team of 50+o Key function elements: Tender delivery (quality, cost, schedule), commercial, technical, marketing, knowledge management, custodian of sales approval process• The upkeep, development and integrity of key corporate tools, procedures and processes supporting delivery of opportunities from initial identification through to final tender submission• Financial responsibility for corporate delivery team and associated corporate budget

Responsible for the safe delivery of engineering and construction services to all BPs North Seas assets including Southern Gas assets and Dimlington onshore terminal. Services include modification and project delivery, shutdown and intervention support, commissioning and integrity works. Specifically responsible for:• Overall delivery of BP requirements serviced by the BP Focus contracto Approx annual business (ex procurement) = £65m• Commercial and financial performance of the BP contract across 3 sites in Scotland and North of England• Personnel development of key management staff• Identification and development of new BP business in the UK • Safety performance of onshore and offshore staffo Approx 600 staff employed on the contract

Increased role having successfully secured expanded BP contract following competition with WGE. Competition was based on performance and effective delivery of programme from 2008 to 2009Responsible for managing onshore design and development team output and offshore execution for all modifications, projects and repairs in support BP northern and central assetsSchiehallion, Magnus, Bruce Clair, Harding, Andrew, ETAP and Miller Annual programme approx £60m covering engineering and construction servicesOnshore and offshore engineering and construction team approx 200 2008- to 2009: BP Northern Assets Programme Manager, Production Services NetworkNorthern Assets Delivery Team leader with overall responsibility for delivery of all modifications and operations & maintenance support work on Clair, Harding and Andrew asset operation. Responsible for managing onshore design and development team output and offshore execution of all modifications, projects and repairsResponsible for achieving BP performance milestones and key client engagement Team size around 60 onshore discipline personnel within the Northern Assets solutions team and around 70 offshore construction + ops & maintenance support personnel. Key Achievements: Successful in securing BP contract for all northern and central assets - Delivery assurance cited as key element in securing the contract. Improved programme and milestone achievement by 30% in year. Client relationship improved (6 positive feedback reports raise by client)

Delivery of engineering resource, planning and performance across all oil and gas disciplines in support of BP delivery in northern and southern North SeaResponsible for technical integrity of all engineering effort across BP assignmentTraining, development and competency management of 70 strong engineering team Key Achievements: Output efficiency improved by 67% within first 12 months, client focus improved within engineering and design groups

Responsible for managing and driving a project delivering £7m annual savings through manpower and stock reductionsChange manager for the business and logistics improvements delivered in support of the Nimrod multi-engined aircraftKey Achievements: Programme re-energised, clarity and coherence brought to high level goals, communication with all stakeholders improved 2003-2005: Corporate Strategy for the Defence Logistics Organisation Responsible for corporate coherence, business modelling and strategy development Responsible to The Executive Board for the development and delivery of new business practices and organisational processes Key Achievements: Developed DLO assumptions process for 2 Star/1Star engagement group, developed DLO strategy through engagement with both internal customer and external providers, supported logistic transformation roll out through all three service support areas 2002-2003: Advanced Command and Staff Course - Career development in leadership, management, international affairs, HR, communications

Worked in first line aircraft generation, logistics strategy, acquisition and transformation projects

Variety of engineering, management and technical roles as; KEY SKILLSProject/Programme ManagementCurrently manage the delivery of engineering, design, modification, and construction support to BP's Schiehallion, Magnus, ETAP, Bruce, Clair, Andrew, Miller and Harding assets in the North Sea Managed the successful development and delivery of a range of logistic and support products (technical documentation, support equipment, test equipment) within the ASTOR programmeLed the delivery of improved logistics processes supporting the Nimrod MR2 resulting in annual manpower savings of some £7m Business DevelopmentLed the development and delivery of new planning procedures adopted across the Defence Logistics Organisation (£8Bn annual turnover, 28,000 staff) requiring effective communication and negotiation with a large and varied network of stakeholdersChange manager for the development and delivery of new business procedures and organisation for the ASTOR programme Completed a number of business development roles including Pursuit Manager for a major North Sea contract and bid developmentEngineering ManagementManaged engineering teams of up to 345 staff in support of aircraft flying operations within the UK and abroadDeveloped and delivered new, improved logistics practices within both an operations and headquarters environment Managed the successful delivery of modification and maintenance programmes

ILS) on the Airborne Stand Off Radar (ASTOR) Integrated Project Responsible for the design, development and delivery of technical and ILS solutions for a new military aircraftChange manager for programme's organisational transformationKey Achievements: Engagement with Raytheon to develop coherent service package, technical documentation delivery and development