Global Oil & Gas company – Exploration & Production:
Procurement & Supply Chain Management Q1 2007 -

• Programme Managed the Procurement & Supply Chain Management Common Process project, responsible for project & milestone planning, development and delivery of rigorous governance (e.g. through use of an Action Log, Risk Register and Flash Reports), and preparation (e.g. slide production), and facilitation of meetings / workshops. Henry furthermore assisted the workstream leads for Supply Market Knowledge and Supplier Relationship Management in codifying the common process for their sections of the User Handbook. He also provided QA / QC of project workstreams and the external consultant, engaged to develop the Strategic Sourcing Process and corresponding IT Prototype Tool.

Global Oil & Gas company – Exploration & Production:
Procurement & Supply Chain Management Q2 - 4 2006

• Project Managed an assignment to develop and launch Supplier Performance Management common process. Alongside his standard Project Management responsibilities, Henry developed various strategy papers (e.g. ensuring the sustainable success of the programme, measuring its value and engaging suppliers), and led the Learning & Organisational Development workstream, developing and delivering user training workshops. He also supported other workstreams in building IT Tools to facilitate user uptake.

Global Oil & Gas company – Global Product Stewardship Q1 2006

• Project Managed an Organisation Capability Assessment, facilitating workshops to identify required capabilities, assess capability gaps and root causes / potential solutions. Results were collated using Excel modelling to weight performance gaps before drawing up and presenting an action plan based on segmenting capabilities to identify interdependence & formulating potential projects to address key gaps.

Global Oil & Gas company – Retail Efficiency Programme Q3 2005
• Project Managed the Convenience Trading workstream exploring ways of delivering cost savings and driving capabilities via a move to clustering. Benchmarked Operations functions vs. internal and external best practices. Drafted new organisation structure comprising all Retail functions.

Global Oil & Gas company – Organisation Effectiveness Study Q2 2005
• Carried out interviews across Europe to derive hypotheses for effectiveness / efficiency enhancements. Led analysis into potential pan-European optimisation of CSO (compulsory stock obligation) and exchange activities.



Global Mobile Phone manufacturer – EMEA Channel Management Q1 2005
• Developed new Trade Terms for Retail sales channels focusing on revenue and efficiency drivers; led client project team, achieving buy-in via objective validation and analysis vs. external best practices; worked with software developers to define IT change requests.

• As Convenience Trading Manager with ERG Petroli SpA (Italy) Henry’s achievements included expansion of flagship franchise format; development of revised Store Formats; redesign of IT Architecture; selection of single national supplier; launch of wastage control IT tools; introduction of monthly promotions. As Project Manager he carried out a Retail Strategy Study for short/medium term in the context of (i) Italy vs. European markets; ERG vs. Competition; (ii) Scenarios for Market evolution & Corporate Vision.

• As Rollout Manager, POS Replacement project for UK Retail network with ExxonMobil Corp. Henry defined Functional Specs.; co-ordinated testing with Italian development team; planned and executed rollout including retailer training. As Project Manager he devised and launched a Unit Sales Incentive Scheme and a related model allowing sophisticated assessment of local shop competition to curb retailer premium pricing and identify appropriate local pricing levels. As Territory Manager for 24 Company Owned sites his responsibilities included improving retailers’ finances through analysis & counselling, HSE and Credit. He also held Shops Performance & Commercial Analyst roles.