A highly motivated and experienced oil industry Manager recognised for consistently delivering multiple business targets. Uses strong leadership, initiative and commitment (ownership) to motivate teams, resolve problems and adapt to changing needs.

Takes pride in working to the highest professional standards, retains focus under pressure and thrives when working with others to achieve results.

KEY SKILLS

• Delivery of high profile, complex projects, to time, budget and specification
• Skilled in analysis, review and forecasting to aid all facets of business planning
• Ability to communicate diplomatically and negotiate successfully at all levels
• Capacity to listen, positively influence others and build cohesive teams
• Resourcefulness, innovation, change management and decision making

CAREER HISTORY

Shell E&P Ireland Limited - Dublin, Ireland 2005 - date

Deputy Operations Manager (Corrib)

Principal accountabilities

• Recruitment of Operations Readiness Team and Gas Terminal permanent staff - including training and competence assurance of same.
• Development of HSE, Production and Maintenance strategies, systems and procedures.
• Development and control of Operations project budget and preparation of post start-up life-of-field budget.
• Residual design liaison.
• Development of new venture supply and operating (including security and community relations) structure.
• Final acceptance and live commissioning of sub-sea, pipeline and terminal systems through to steady state operations.

Wood Group Engineering - East Tullos, Aberdeen, UK 2004

Performance Improvement Consultant

Responsible for identifying gaps between client expectations and service provider delivery, with a detailed improvement plan for remainder of contract term implementation.

Shell UK Expro Ltd - Nigg, Aberdeen, UK 1979-2004

A prolific and highly successful career working across all 4 installations within the Brent Field and encompassing a wide range of project leadership, initiation of an acclaimed people development programme and several resulting promotions.

Offshore Installation Manager (Brent Charlie) 2004

Responsible for re-establishing stable operations (including a satellite field) and target oil/gas production after an enforced, protracted shutdown. Installation annual operating budget - $45m

Additionally initiated and developed a Team Building and Behavioural Change Programme for the Brent Asset, plus led and facilitated 7 workshops for both onshore and offshore asset staff.

• Ensured production capability, personnel safety and budgetary targets met - whilst reducing to the smallest core team (48 personnel) ever attempted in the Brent field
• Contributed to a significant and positive change in company / personnel ethos and attitude through the development and facilitation of a 1½ day 'No Boundaries' Behavioural Change Workshop.
• Maximised the goals / benefits of the workshops by providing follow up coaching and leading by positive example
• Gained commitment at all levels through an ability to tailor the course appropriately, highlight its benefits and tenaciously overcome the inevitable resistance to change
• Commended across the company and within industry on the workshop content, delivery and focus with many senior managers, external training bodies and change management consultants requesting to attend

Recovery Project Manager (Brent Charlie) 2003-2004

Oversaw a major (unplanned) pipework replacement programme plus a significant maintenance and modification schedule, leading a multidisciplinary onshore / offshore team.

• Successfully handed over a fully operational installation plus satellite field to the Brent Asset Manager safely and within forecast timescale
• Minimised shutdown impact on company revenue (and critically, market confidence) plus contained all project costs through highly accurate forecasting
• Enabled a better understanding and prevention of long term operational problems by creating a dynamic computer model of the cell storage system plus a highly researched 'Pipework Management Strategy' for Brent concrete structures
• Overcame several unanticipated technical challenges through employing a range of innovative techniques, presented to and endorsed by senior personnel in each case
• Noted for success of project throughout the company, up to Director level

Offshore Business Improvement Project, Field Representative / OIM 2002-2003

Involved in a company-wide project to reduce costs and improve efficiency across 18 installations. Expanded remit included additional roles as Ops. Rep. on the contractors HR Forum, member of the Maintenance Strategy Setting Group and driving force behind operations staffing levels. Follow-up move to OIM on Brent Charlie, upon completion.

• Specifically recruited to the team in recognition of outstanding previous achievement in improving offshore effectiveness and costs
• Accurately adapted the project team proposals for the Brent installations, developed a cohesive improvement plan for the field plus an outline transition plan
• Successfully received full acceptance of the transition plan by H&SE following an 8 day intensive audit
• Initial indications showed that cost savings were achievable - full long term benefits yet to be realised

OIM (Brent Delta) 1997-2002

Full and standard OIM responsibilities on a large North Sea installation with a complement of 170+ personnel.

• Delivered unprecedented all round performance within the Shell installation asset group - exceeding all key targets
• Received industry-wide acclaim for installation performance and recognition on the success of the created vision 'World Class Safe and Fun' which helped to achieve it
• Exceeded anticipated production targets by 17%, through introducing a range of new measures and cultivating a positive team ethos of ownership and accountability
• Reduced platform downtime by 67% over 3 years to minimal levels and achieved continuous production for a record 218 days (target 30 days)
• Successfully increased safety performance through an ongoing commitment to raising personnel awareness - achieved nil lost time incidents (LTIs), and subsequently reduced recorded sick bay visits by 75%
• Gained top 3 position in the McKinsey rankings - measured on cost control, production and performance (out of 100 participating installations)
• Significantly improved air logistics reliability and staff welfare by leading a review of installation flight transfers and advising on new consortium contract award

Consultant (Urdaneta West operation - Venezuela) 1997

Specifically seconded to review manning levels and the feasibility of building an accommodation module for this lake operation.

• Assisted with future planning - all proposals latterly adopted - and gave additional advice that improved maintenance processes, efficiency and production levels

OIM (onshore / Brent Charlie) 1996-1997

Responsible for supporting and coordinating recommencement of production on Brent Charlie and subsequently Brent Delta, post their similar construction / redevelopment programmes. Led a small operations team and acted as first point of contact, integral to programme success.

• Enabled a smoother operational transition using knowledge / expertise acquired from Brent Bravo - able to anticipate and prevent many previously encountered problems

OIM (Brent Bravo) 1994-1996

A period of intense construction activity, whilst the platform was in operation, in lead up to 14-month shutdown for major redevelopment. Coordinated a shutdown workforce of 950+ and HLV program.

• Overcame considerable reliability challenges with new equipment on restart, through systematic analysis and problem solving

Principle Maintenance Engineer 1990-1994

Including 2 years as Operations Representative in the £1.3b Brent LTFD Project, Technical Team Leader for a major contract award for all Shell offshore maintenance and construction activity plus general responsibility for developing and monitoring maintenance and inspection programmes, cost containment, economic evaluation of engineering projects and staff development.

Offshore Supervisor/ Deputy OIM 1984-1990

Including roles as Platform Engineer - responsible for all maintenance (including drilling), Operations Supervisor - responsible for production and maintenance and Resident Engineer - responsible for the rebuild of a gas compression plant after the catastrophic failure of a process heat exchanger.

Senior Instrument Engineer 1979-1984

In both maintenance and design roles - responsible for instrument commissioning and maintenance on 4 offshore installations.

Career path prior to 1979

In continuous employment, first as a Research Technician for Aberdeen University and subsequently as a Maintenance Engineer with the MOD (Navy).

ADDITIONAL INFORMATION

Qualification - HND (Electronic Engineering)

Continuous professional development supported through completion of numerous in-house and external training courses pertinent to remit and industry.

IT proficient - familiar with Microsoft Windows (all popular versions up to XP), all applications within Microsoft Office plus effective use of Internet and e-mail.

Excellent health and exemplary sick absence record (5 days in last 10 years)

Full, clean UK driving licence