Working within the Technical excellence team of Total, Esbjerg reviewing the efficiency of the maintenance and operations teams both offshore and onshore within the assets identifying potential improvement initiatives to reduce the overall operation costs. Working with the Leadership team to develop and agree improvements, identify working team to achieve successful conclusion. Improving delivery from onshore to ensure the offshore team have the best opportunity to improve Tool Time and reduce waste.

APR 15 - PRESENT CAMM-PRO FIELD DEVELOPMENT AND PROJECT MANAGEMENT Contracts include:April 16 – Present Denovo Construction and Commissioning ConsultantWorking with the Engineering Manager and Commercial Lead to provide construction and commissioning assurance for design from concept through to detail for multiple micro platforms. Review the detail design for emerging technology to the Oil and Gas Industry. By providing practical insights I have been recognised by the Client for adding value to the design. Apr 15 to Apr 16 Hess- Solsort Project, Denmark Construction & Commissioning Lead Lead for the constructability and commissioning philosophy input to a concept design for a 4000 tonne BLP.Reviewed the design and acted as the focal point and mediator for the team, including process, mechanical and safety engineers to improved efficiency and practicality of design.Key accountabilities: EHS, Legal and Engineering ensuring compliance and alignment with all codes and standards.Influential team member in achieving an accuracy of final estimate and schedule for both brownfield and greenfield, beyond the current phase of design.

Working within the Technical excellence team of Total, Esbjerg reviewing the efficiency of the maintenance and operations teams both offshore and onshore within the assets identifying potential improvement initiatives to reduce the overall operation costs. Working with the Leadership team to develop and agree improvements, identify working team to achieve successful conclusion. Improving delivery from onshore to ensure the offshore team have the best opportunity to improve Tool Time and reduce waste.

Dec 09 –Apr 15 WGPSNContracts include:Jan 14 - Apr 15 BG - Delivery Project Manager Ensured successful delivery of all engineering activities in accordance with the requirements of the Contract across all Assets; Everest, Lomond and Armanda Accountable for the project team of up to 200 and contract value of £100 million per annum. Deputised as Contract Manager as required.Commenced the process to develop a partnership with BG to develop a more efficient team taking the aging assets through late life in to asset decommissioning as a seamless event. Responsibilities: Overall focal point and owner/programme manager for TMS/WGPSN delivery onshore Engineering team  Responsible for all aspects of onshore technical delivery and Technical Assurance across Engineering, Project Engineering and Close Out functions Act as the focal point for the TMS in delivering technical support and ad-hoc services such as Technical Authority resources, maintenance support Demonstrate role model safety leadership behaviours and support delivery and implementation of initiatives under the annual Contract HS&E improvement plan Oct 13 - Jan 14 BG - Contract Manager Overall focal point for TMS/WGPSN contract tendering process for a £100 million BG Contract Accountable for tendering activities, leading a project management team of 5 to the successful award of this contract.

May 12 - Oct 13 CNRI Project, AberdeenContract Manager Took over leadership of the contract for WGPSN, within 4 months demonstrated the improvement the client required to renew contract.Initial contract was for small modifications, improved efficiency of brownfield small modifications and increased the office team from 100 to over 200 to meet client demands and deliver more complex projects. Responsible for the day to day running of the WGPSN Project team with contract value of £75 million Responsibilities: Managing a multi-discipline engineering project team ensuring that the project team adheres to Company specifications  Managing the profit and loss account for the project including projects Budgets and Schedules Ensuring smooth interface with all CNRI departments and offshore. Development and nurturing of relationships between all aspects of the project

Mar 11 - May 12 ENL INFRASTRUCTURE PROJECT, Sakhalin Delivery Project Manager Responsible for the $350 million contract with a project team of 130 and direct labour of 250, to manage various infrastructure projects including developing a Russian Designed Heliport. This involved managing a Russian design house and two Russian construction sub-contractors. Doubled the Clients living accommodation, designed and implemented a 10KVA Electrical distribution system and developed gas capability for various Brownfield oil & gas projects on ENL Chayvio and Orlan assets. The successful delivery of these infrastructure projects met the primary project goals including: Develop more permanent assets Infrastructure, optimize and upgrade existing facilities, enhance overall reliability and reduce maintenance cost.

Dec 09 - Mar 11 ASHTART REVAMPING PROJECT, TUNISIA Assignment Manager Managed PSN interests within Tunisia on the Serept Ashtart Revamping Project, having power of attorney for the company on the $290 milllion contract with a project managmenet team of 70. Reporting to the Serept Project Director: responsible for the development of the project control and operating procedures and processes. Took control of a struggling contract for PSN. Assessed the project, identified the challenges and outlined the solutions to mitigate the risk on this contract. Developed a strong relationship with the key influencers within the Serept team. Went on to deliver the contract to successful conclusion, up to point that civil unrest required the company to evacuate. At this point the project had completed the majority of engineering and had in place the construction contract with Rossetti.

June 08 - Oct 09 BP – SKARV FPSO PROJECT, NORWAY, SINGAPORE Construction Lead Site construction manager reporting to the BP Turret Delivery Manager: responsible for day to day management of the management contractor, SBM, and the construction contractors, Keppel, during the build of Turret, topside, Gantry and Stairtower for the Skarv FPSO project. Contract value $350 million approx. with a project management team of 20.

May 06 - May 08 Total E&P UK- Project Department Proponent EngineerManaged the engineering contractor, WG, across two engineering teams in Aberdeen and Glasgow for the delivery of 9 large brownfield projects on Total’s assets in the Northern North Sea. These projects included Gas lift taken an existing compressor and developing it for gas lift service, Produced Water injection, New Pig launching facilities to facilitate inline valve repairs on their field pipelines and additional safety facilities introducing increased lifeboat capacity to their facilities.

Oct 03 – May 06 BP– SHAH DENIZ GAS EXPORT PROJECT, AZERBAIJAN Construction ManagerStarted the project as Lead Construction Engineer, promoted to Construction Manager in May 04.Initially provided the assurance for the build contractors during the integration of the TPG 500 Jack-Up Platform. Demonstrated that the contractor could not deliver the work to the required standard, led the build of an integrated team of the contractor and BP to deliver the TPG 500 Jack Up Platform. Responsible for the site construction management for the integration of the 38000te jack-up platform. Contract value $350 million approx. with a Project management team of 300. Project included the build of Zykh yard in conjunction with the start of the asset build. This activity overlapped by 9 months. Project team trained 2,600 national workforce in all trade disciplines including exotic weld and instrument technicians.

Aug 01 - Oct 03 Aker Kvaerner Oil & Gas Ltd Elf Elgin Puq Project Construction Manager Managed the construction and commissioning, both onshore and offshore teams, on operational platforms for the construction and commissioning support of Total’s Central Graben Asset. Completed a number of major modification; including 3 new flowlines on the wellhead platforms and 2 new accommodation facilities on the TPG. Responsible for the successful completion of the assets first shutdown, which amounted to approximately 17000 direct man-hours completed in a 9 ½ day shutdown.