I am part of a revolutionary climate transformation by bringing a new category of renewable energy to market. As Head of Operations for the world's first commercial-scale Ocean Thermal Energy Conversion (OTEC) projects, I play a pivotal role in an initiative that not only promises to innovate but also to sustainably power communities. I lead, influence, and accelerate high-impact projects that blend cutting-edge technology with environmental stewardship. I am a visionary leader who is excited to be part of something monumental.

Project management of Direct Air Carbon Capture plant Turnkey delivery. Managing all stages of the project covering FEED, detailed engineering, procurement, manufacture, installation and commissioning.

I had full responsibility for the direction, management and strategic development of all business operations, including sales, finance and operations. I evaluated and developed the company strategy to agreed shareholder targets and performance levels, in co-operation with the senior management team. My main achievements • Development and implementation of the Sales and Marketing Strategy.• Setting up formal partnerships with OEM robot suppliers.• Realignment of the company functions for future business growth.• Driving operational performance through tighter project controls and reporting including an update of the quality system and health and safety system.• Changing the culture of the business to encouraging professionalism and discipline by clearly defining roles and responsibilities, implementing KPIs and driving teamwork.

Tasked with bringing the company into the field of Alternative Fuels derived from waste, I created a standalone business unit responsible for Sales, Proposals, Project execution, Procurement, Installation and Commissioning. In the first year of operation, I won two multi-million dollar contracts for Alternative Fuels in the USA and successfully delivered them on time and to budget. Before leaving, I negotiated a contract for a $30 million project in the Dominican Republic and had received the Letter of Intent from the client.My main achievements • Setting up the new Alternative Fuels business unit.• Developing a successfully running team of 6 staff and full P&L responsibility for Alternative Fuels business unit.• Winning and successfully delivering the first two Alternative Fuels projects for Loesche.• Securing a $30 million Alternative Fuels contract.

I was part of the senior management team and report directly to the managing director. I was involved in the company P&L reporting and forecasting and had full P&L responsibility for all project work that was carried out within the company which contributes to a majority of the company turnover. To complete this role, I managed four teams (Projects, Design, EC&I and Procurement) with a total of 17 permanent staff and 13 contractors.I was responsible for the Operation department’s overhead budgets and carried out tasks such as resource planning, client interaction, mentoring, staff development and appraisals, quality management and auditing, operational health and safety, financial planning, product development, new market entry strategy, SAP and quality system development.I also acted in a project director role providing high level assistance to the project managers on the supply and turnkey projects varying from £1m to £22m in value.My main achievements • I took the operations department from a team of five (in 2007 with a turnover of £7 million) with very little structure and no processes in place, into well-functioning department with well-defined roles/responsibilities and processes. Turnover was posted at £24nmillion in the last financial year. I also restructured the departments and brought in a deputy to allow me to concentrate more on driving the company strategies.• I managed the implementation of the Quality management system to achieve ISO9001 and ensured that we maintained the accreditation in following years.• I was responsible for the strategy of entering into the new geographic markets of USA and South America.• I was a key change agent in ensuring the successful implementation of the SAP system into our operations so that all purchasing and project controlling was done on SAP. I also moved our monthly reporting from a manual method to SAP system reporting.

I carried out project management of +£3 million size of large supply and turnkey capital projects for the power industry worldwide. I had financial responsibility for project budgets and had to ensure that costs were kept to minimum and that the project was delivered on time and to the correct quality levels. I managed project tasks such as the budgeting, cost forecasting, project cash flow analysis, client interaction, supplier/contractor management, tendering, design review, manufacture/expediting, quality inspections, installation, commissioning and guarantee testing.

As a consultant engineer, I was involved in many different projects for the company. These ranged from finite element modelling, studies on combined cycle and cogeneration power, water hammer analysis and modelling of power stations processes/gas turbines. As part of the role I carried out contract and project management tasks and also managed a small teams of drafters and engineers.During my time at Sinclair Knight Merz I was also seconded for a year to a company that was building the frigates for the Australian navy. Here I was responsible for a certain section of each ship during manufacture and had to provide advice and solutions for all manufacturing problems that occurred.

Whilst in the plant performance team and maintenance teams I carried out tasks such as gathering, analysing and maintaining plant data, providing plant performance forecasting information, implementation of a power station modelling computer package, writing procedures and other general engineering duties.