Founding Partner of Blue Pelican Capital, a sustainable Climate Innovation venture capital investment fund partnering with technology entrepreneurs to create industrial scale energy transition companies.

Owner consultant. Multi-discipline consulting assignments undertaken for public and private companies in the energy (oil, gas, renewables) sectors. Engagements include, start up advice, turnaround, M&A, technology development / commercialisation, strategic planning & development, international growth, business development, commercial & contractual negotiation, dispute resolution.Particular expertise in cross border business in energy contracting sector between USA, UK and Australia.NED for various clients.Entrepreneur, investments in various companies.

Leader of global asset integrity business. Turnaround, rationalisation, strategy development and implementation were features of this position. Business encompassed three divisions (Integrity Engineering, Inspection management & NDT, Data business) with 2,200 people employed globally. Markets served : oil, gas, nuclear, renewables and infrastructure in all major energy areas.

As founding CEO conceived business idea & developed business plan, pitched for and ultimatlry secured Private Equity funding, recruited four person executive team and incepted business in Norway, UK and US. Underwater Integrity Solutions (UIS) was a start-up funded by HitecVision (HV), one of Europe's leading private equity investors. UIS aim, was to grow, via a buy and build strategy, an asset light, global, independent underwater asset integrity and production assurance company focussed on operators underwater assets in the oil, gas and renewable sectors. HV committed $150m to UIS. In December 2015 HV withdrew support for all buy-and-build platforms due to the offshore industry downturn.Company formation in US, Norway and UK. Set up various company systems and procedures, prepared and executed strategic business plan, screened targets and prepared numerous offers, performed multiple due diligence, secured loan finance.

Global leader of Forum's subsea division. Comprising, manufacturing businesses: Perry ROV's; Sub-Atlantic ROV's; Dynacon launch and recovery systems; Syntech buoyancy manufacture; Moffatt subsea systems; Perry subsea tooling. Services businesses: Forum Subsea Rentals (rental of subsea equipment); UK Personnel services (provision of offshore personnel); Visualsoft (subsea digital video); ROV Simulators (VMAX), GEMS (geophysical engineering).Responsible for P&L, Strategy, M&A and portfolio growth.

Appointed, following executive search, to turnaround ASX Company. Clough in 2006/07, lost $104M on $580M revenue, net assets $64M, had negligible backlog and three multi-million project litigations. Following turnaround in 2011/12, revenue $1Bn, NPAT $57M, backlog $2.4Bn, net assets $311M, cash $126M. Formation of new leadership team; development and execution of turnaround strategy and separate growth strategy; company re-capitalization. Re-organization into three divisions, involving focused change management; redesign and overhaul of management systems and processes. Creation of incorporated and project specific J.V.’s with international partners.Specific features and achievements of tenure were :1. Divestment of interest (82%) of Petrosea, Indonesian listed coal mining company.2. Returned Thailand fabrication business to profit, incepting modularized fabrication for Australian market.3. Revitalisation of Clough Engineering and acquisition of Ocean Flow International and the formation of Peritus.4. Acquisition of strategic stake in Forge (33%) another Australian public company. Formed JV.5. Sold Marine Construction division, not core to revised strategy, to SapuraKencana gaining on sale.6. Major projects were : Chevron Gorgon LNG EPCM, Exxon PNG LNG project, upstream infrastructure, gas plant, LNG loading jetty, Woodside Pluto LNG loading jetty, Newmont Boddington coal mine, Inpex Ichtys LNG, Chevron Wheatstone and various integrity, operations and maintenance projects for Clough/Amec JV. Feasibility studies on Renewable projects.

Appointed to lead, develop, and implement growth strategy for Region.• Re-organized subsidiary, recruited new leadership team. Increased revenue by 30% ($200M) achieved the largest regional EBITDA %• Developed business plan, gained board approval for sub-sea steel pipeline construction business. Led land search, negotiated lease, obtained permits, recruited construction team and constructed steel pipeline fabrication spoolbase for US and Mexican deepwater markets. Undertook first rigid steel catanery riser and pipeline project (Chevron Blind Faith development). Tendered, won and commenced region’s largest project (Petrobras, Cascade umbilical installation $50M)• Formed new start subsea FEED company, jointly owned with Chinese partner, offices in Houston and Shanghai. First year, thirty employees, revenue $3M• Developed market entry strategies for emerging Mexican deepwater and mature Canadian markets

New position in Global Executive Leadership Team, to create and lead strategy, business planning, market analysis and M&A teams. • Implemented strategic planning in organization. Developed and incepted five-year strategic plan and led, with CEO, its execution• Conducted review of owned and chartered vessel fleet, divestment of non core tonnage, commenced new build vessel portfolio. Strategic review of Brazilian subsea market recommending options for growth• Identified market opportunity for field development JV, formulated business plan, targeting subsea pseudo equity opportunities, exploiting tightness in market supply for contractor services• Development and implementation of M&A plan evaluating market dynamics and likely sources of future strategic advantage. Analysis of target companies, identification of Acergy as a target; numerous offers; acquisition of welding company• Leadership and commercial development of new subsea technologies and products, including bringing AUV to market

Recruited to join new Global Executive Leadership Team. Responsible to CEO for turnaround of Global subsea IRT business following abortive sale to competitor (revenue $200M, 1000 people employed). Full P&L and Balance Sheet responsibility.• Turnaround strategy with new vision for IRT, including divestment of products business and under performing assets; carve out of ROV drill rig support division (i-Tech); segmentation and realignment of survey and construction engineering divisions; wound–up loss making businesses. Improved global business result by $60M revenue and $30M EBITDA in first year. Doubled Brazilian profitability• Conceived and implemented global RT business model for projects and development of new RT products, including pioneering AUV and subsea processing technology. Led start-up of Dynamic Global Positioning Survey (DGPS) business (Veripos) subsequently separately listed via IPO• Outsourced for first time in company history, manufacture of deepwater workclass ROV fleet, retaining company ROV design

Recruited to lead merger and international expansion of North America Engineering & Production Facilities (E&PF) companies, comprising eight separate corporations providing services in nine E&PF onshore and offshore business areas. Revenue in excess of $250M, P&L and Balance Sheet responsibility.• Merged five Gulf Coast PF corporations into single subsidiary, reduced costs by $5M, creating international expansion platform from Houston HQ. Increased turnover by $50M and EBIT by $7M, via organic growth, acquisition and international expansion, including new country start-up in Equatorial Guinea, Angola and India• Incepted two new packaged maintenance services businesses, one specific to GOM and other for international market. Second year revenue $4M with 25% EBIT

Led and managed three companies based in Houston and Paris executing deepwater subsea projects in West Africa, Americas and Caribbean. P&L and Balance Sheet responsibility, revenue $950M. • Formed new Atlantic Region leadership team and created Gulf of Mexico subsidiary, $500M revenue in year two• Managed introduction of new build deepwater construction vessel ‘Deep Blue’ to market, successfully completing first two season projects (value $375M), achieving EBIT targetConceived and constructed automatic pipeline welding spoolbase in Alabama, doubling production capacity and efficiency. Developed market analysis and strategy for Angolan spoolbase and umbilical plant.

As part of Group growth strategy, seconded to international acquisition team reporting to CEO/COO.• Conducted five separate international commercial due diligence, preparing two offers• Led commercial due diligence, offer preparation, negotiation and closing of $650M cross border acquisition of Aker Deepwater Group (Aker Engineering, Gulf Marine Fabricators, Genesis Engineering, McNulty Offshore, Finish Fabrication Yards, Nigerian and Australian shore bases). Identified need for, negotiated and secured, SPA indemnities, saving over $40M• Responsible for worldwide integration of Aker Deepwater Group into Coflexip, conceived, developed and project managed global integration plan. Initiated, pursued and achieved cost synergies of $30M• Created and implemented Group risk management policy, process and tools within acquired company

Joining as Senior Contracts Engineer, promotion, over ten years, through a series of increasingly responsible management/leadership positions (Tendering Manager, Commercial Manager, General Manager Business Development, General Manager Operations) against a backdrop of the merger of Stena and Cofelxip creating a $1.5Bn market cap, sector leading company.• Restructured operations division, consisting of 14 project teams, support/departments and construction vessel fleet, to focus on HSE, profit and repeat business as primary drivers. In 2000 achieved record EBIT on reduced revenue of £200M and in 1998 achieved record backlog £280M with enhanced EBIT% on epic projects• Scottish Offshore Industry Award for Safety Excellence in 1999 and 2000• Formed autonomous well operations division, divested for substantial shareholder gain (now Helix) and incepted ‘Prospect Win Strategies’ and reconfigured FPSO subsea product offering, securing 70% of EPIC construction market

Promoted to manage cost engineering team. Prepared, presented and co-negotiated annual capex and operating budgets £350M with UK and Norwegian J.V. partners. Designed, implemented and managed St Fergus gas terminal partner cost sharing agreements.

Led client account teams for various civil engineering projects. Established oil and gas division.Achieved election to the Royal Institution of Chartered Surveyors.