The Travivas network of specialists has collectively a wealth of experience in the power, process, oil & gas and infrastructure industries. We provide our clients with access to proven managerial and technical expertise in support of specific business needs.Visit our website at www.travivas.com

Member of the Transformation Programme Management Office, reporting directly to the Group Head of Global Business Services (GBS) and Group Transformation Officer.Responsible for GBS hybrid organisational design, change management, stakeholder engagement and communication activities.Responsible for the implementation of a 5 year business process outsourcing contract for Finance and HR transactional services to deliver total savings of £58.5m with 2.5 year investment payback.Developed… Show more Member of the Transformation Programme Management Office, reporting directly to the Group Head of Global Business Services (GBS) and Group Transformation Officer.Responsible for GBS hybrid organisational design, change management, stakeholder engagement and communication activities.Responsible for the implementation of a 5 year business process outsourcing contract for Finance and HR transactional services to deliver total savings of £58.5m with 2.5 year investment payback.Developed new organisational operating model and new business winning process in support of the merger of Amec and Foster Wheeler. Engaged with organisational leadership to ensure the effective implementation of the operating model across all operating businesses. Developed methodology and supporting tools for effective global strategic account management.Managed, developed and delivered global project delivery and key customer processes and approaches in support of organisational and cultural change. Developed, delivered and provided bespoke facilitation and coaching support. Show less

EDF Energy UK Nuclear New Build EPR Programme A member of the Programme Management Office, reporting directly to the Programme Director.Responsible for leveraging cross company knowledge and experience and related nuclear and non-nuclear associations to support nuclear new build. Provided organisational coaching and facilitation to embed a high support and high challenge culture to maximise team, task and process effectiveness and embed supportive behaviours.Identified and… Show more EDF Energy UK Nuclear New Build EPR Programme A member of the Programme Management Office, reporting directly to the Programme Director.Responsible for leveraging cross company knowledge and experience and related nuclear and non-nuclear associations to support nuclear new build. Provided organisational coaching and facilitation to embed a high support and high challenge culture to maximise team, task and process effectiveness and embed supportive behaviours.Identified and reviewed the applicability of key Oil and Gas methodologies and practices within a nuclear new build environment. Show less

Kearl Oil Sands Development ProjectA member of the Project Leadership Team, reporting directly to the Project Director. Responsible for driving Business Improvement initiatives and creating a culture of continuous performance improvement within an EPCM (engineer, procure and construction management) contract. Developed and managed project communication and information strategy.

AJS, ONEgas ISCA member of the project leadership team, reporting directly to the Project Director. Developed joint venture operating model for a €210 million Integrated Services Contract delivering 25% cost savings. Developed and implemented a business improvement and continuous performance improvement strategy within a three party joint venture organisation, identifying, assessing and delivering business improvements contributing 20% of project performance incentives and business… Show more AJS, ONEgas ISCA member of the project leadership team, reporting directly to the Project Director. Developed joint venture operating model for a €210 million Integrated Services Contract delivering 25% cost savings. Developed and implemented a business improvement and continuous performance improvement strategy within a three party joint venture organisation, identifying, assessing and delivering business improvements contributing 20% of project performance incentives and business return. Developed and managed project communication and information strategy across two languages and cultures, including the production of newsletters, intranet site and town hall meetings. Show less

Responsible for the strategic development and integration of key processes and approaches in support of organisational and cultural change. Managed, developed and delivered the Executive Development Programme, Project Management Professional, Professional Portfolio Programme and graduate induction programme. Developed and implemented a £1.6 million Strategic Relationship Management programme and a £1.4 million Total Risk Management programme.Provided bespoke facilitation services at… Show more Responsible for the strategic development and integration of key processes and approaches in support of organisational and cultural change. Managed, developed and delivered the Executive Development Programme, Project Management Professional, Professional Portfolio Programme and graduate induction programme. Developed and implemented a £1.6 million Strategic Relationship Management programme and a £1.4 million Total Risk Management programme.Provided bespoke facilitation services at executive, organisational, project and team level, including key customers, suppliers and joint venture partners. Show less

Britannia Field Development (Alliance Project).Responsible for management, design and delivery of £5 million development, training and new ways of working initiatives in support of Britannia Alliance innovation, change and superior performance culture resulting in £300 million development cost reduction.

Shell U.K - Brent Bravo and Brent Delta Redevelopment Managed engineering and fabrication teams as part of a £1.2 billion offshore oil and gas field redevelopment programme. Responsible for developing a proactive partnering culture, new operating practices /initiatives to ensure 17% project capital expenditure cost savings were realised.

Responsible for the provision of £2.4 million of mechanical / process equipment across a range of oil and gas capital projects.