Responsible for the management of the Bill of IT in the petrotechnical production optimisation segment for BP's global Upstream business. Delivery of software solutions with multi vendor components to achieve significant business benefit through increased workflow efficiency.

Management of the strategic software vendors to bp in the petrotechical segment. Responsible for the relationship management, opportunity identification and delivery and setting the strategic direction between the vendors and BP. Renegotiated a substantial strategic multiyear software contract for petrotechnical tools. Line management responsibilities.

I managed the account with one of Shell’s major suppliers (General Electric), with significant annual purchases. I led the joint Programme Management office, was accountable for and maintained the Supplier Strategy, identified opportunities for Shell and the supplier, and saw resolution of issues across Shell’s global portfolio. The role involved frequent interaction with board level members of both companies, and managing the interactions between the companies.

I project managed a substantial change programme throughout Shell’s European Gas Business, part of Shell Trading, changing the sales relationships between a single sales entity and local sales units. With exposure to all the European countries that Shell markets gas to, I was accountable for ensuring delivery of this high profile project, and had staff and contractor direct reports.

I was responsible for the optimisation of Base Oil lubricant product movements within the supply chain. In this global position, I sought to add shareholder value by minimising inter-regional shipping by the use of 3rd party supplies, versus equity sources, and optimise the sales channels of Base Oils. I also have led the negotiations with multi national teams with both internal and external counterparties on purchase contracts worth approximately $120M annually, Joint Venture relationships in Asia Pacific, and have been both lead and contributor to various strategic studies involved with asset rationalisation, new product strategy and with introduction of different business models.

As a Business Advisor in Gas and Power, I was responsible for the identification and securing of new business opportunities within the industry with major gas retailers. Leading negotiations, I have secured a number of successful deals, one of the largest was an innovative $450M new gas sale for 5 years to a major UK Energy company in 2004 gaining coverage within the industry press. I have also participated in pan European strategic and marketing studies. In the role I managed a number of UK upstream sourced gas sales contracts with pretax income of ~ $130M (per annum), identifying, and delivering opportunities for adding bottom line value through re-negotiation of those contracts. Within this role I can demonstrate a successful track record in the negotiation and closure of deals to increase Shell’s NetPresentValue and in the protection of their inherent value by resolution of any disputes.The role also involved the management of the UK gas field sales contracts supplied from major gas fields situated within the Southern North Sea including the Sean, Leman and Indefatigable gas fields, direct market sales channels the upstream allocation agreements and JOA’s as operator. This included ensuring the continued delivery of sale contract value within the framework of the upstream operational and coventurer agreements. I was responsible for overseeing the compliance to the contractual demands of the contracts, liaising with partners, co-venturers and other varied internal business functions. I also pursued and supported opportunities to add value to Shell UK’s gas assets and contracts, leading strategic studies, negotiating, and executing opportunities and amendments to current contracts.

I was responsible for the development of the long-term asset strategy for the Silver Pit gas fields, maximising their value, author and custodian of the Asset Reference Plan, monitoring the performance of the asset and assembling appropriate data to allow the best economic opportunities to be developed. I was also responsible for defining and coordinating the Business Plan activities, and working on a number of commercial opportunities including work in the Acquisition & Divestment field. NPV of Silver Pit ~£230M.

Working offshore in a highly challenging role, I carried responsibility as supervisory line manager for 15 – 40 people, dependent upon seasonal workload, and was the personnel focal point for all contract staff. I was responsible for maintenance execution on a manned offshore gas platform and seven unmanned satellites and was part of the platform management team. The role was a secondment within our lead contractor’s (Amec) organisation. I was instrumental in ensuring Amec’s return on contract for the Sean/Inde field. The field contract turnover was approximately £8M per annum.