CFO (and Financial Controller) of the US$1 bln Australian mineral sands mining and pigment manufacturing operations across 8 locations in Western & Eastern Australia reporting to Executive team based in Stamford, USA.Transformation of processes and key financial ERP systems (SAP 4 Hana) have been sanctioned by the board and Australia will take a leading role during the next few years, with SAP 4 Hana transitions through 2022/23/24. Building the processes that the rest of the group will following after Australia.The Australia operations doubled through acquisition in 2019 and there has been a period of evolution of the new finance team values / behaviours & consolidation of processes, controls and systems.Providing Finance project support to the US$150 mln Atlas mining project in East Australia which commenced operation in early 2023.

Finance Director for the key Oil export pipeline for Caspian Oil from Kazakhstan through the territory of the Russian Federation, on placement from Royal Dutch Shell Plc. Working together with 9 International Oil Company and government shareholders who invest / operate the Joint Venture through its two legal entities.Annual Revenue $ 2bln USD.Annual Net Profit $1 bln.Target to repay shareholder loans of around $1.3 bln per year.Capital Employed asset base of $7.5 bln USD.Leading a team of around 120 Russian, Kazakh and International staff across 4 locations in Russia and Kazakhstan. Direct management of annual department budget of around $18 mln USD.Special challenges include managing complex taxation issues across Russia / Kazakhstan, ensure appropriate insurance coverage, manage banking relationships across 3 countries, compliance with Russian and International accounting standards and developing innovative reporting products for our diverse shareholders. Manage audit / assurance team, including hosting annual external audit, tax audit and shareholder audit events.

CFO Shell Oman Marketing Company SAOG with Board level responsibility for Finance, IT, Legal and Procurement for a listed Plc with $1 bln turnover. Managing an in country team of ~40 and with additional support of ~25 offshore shared service FTE.Major highlights have been the successful implementation of new SAP system and the leadership of a major IT project ($6 mln USD) to modernise (to market leading standard) the IT infrastructure across the 176 Shell Retail stations, significantly improving the customer offer. Support the growth of the Retail network by around 9 new sites per year (annual Capital investment ~$ 23.2 mln USD) including negotiating bank loans with local banks.Significant demonstrated success in cost reduction and business growth support have been demonstrated by the Finance team over the last 4 years, ensuring a significant part of the turn around of the company results. The finance team has also taken the lead in driving high standards of Ethics & Compliance, in terms on overall awareness and demonstrating this in our processes (e.g. procurement) and in our support to the business teams.Led the project in 2015-2016 to change the Board and Management team composition to comply with the new Corporate Governance Law, reporting directly to the Chairman of the Board. This involved balancing the needs of the various shareholders and stakeholders, creating new Board committees, transition from Finance and Managing Directors to CFO / CEO roles and holding a shareholder EGM to adopt revised articles of association of the company, after sign off by the various shareholders.From 2011 to 2016 I also acted as Controller for the Shell Downstream companies in Dubai including responsibility for Dubai Downstream Finance staff planning. Lead the successful restructuring of this team such that activities could be eliminated and the team reduced from 6 to 1 FTE, allowing a merging with another finance team to realise cost and organisational efficiency.

Shell entered this JV company as a new phase, with Shell leading the creation of the new JV company, with initial operations in the Netherlands then transferred the key finance functions to Kazakhstan.My main highlights were recruiting, onboarding and managing the first in country national finance team (~10 FTE) and creating from scratch finance processes and systems (SAP).

Advising the Board of Upstream division of Royal Dutch Shell Plc on monthly financial and business performance, and informing Investor Relations content. Focus on JV Performance (especially NIAT analysis) for the Upstream Division (including IFRS, USGAAP & SEC reporting). Led significant projects on Process Improvement and maximizing usage of SAP and Business Warehouse for automated self-service Management Information.I had the opportunity to advise on the accounting impact of several M+A transactions / accounting policy changes for Shell, including Sakhalin partial divestment, Caspian Pipeline equity changes among shareholders, Shell group retirement obligations provisioning and balance sheet clean up post 2004-5 Shell reserves re-statements.

Diverse roles in Shell Upstream UK business covering Financial Accounting, Management Analysis (Planning and Forecasting financial results), SAP implementation and core Treasury activity.