Responsible to Gas Asset Manager for delivery of Development Projects and Modifications across SNS Assets, member of Leadership Team, EMM contract Representative for Southern Gas Asset, fully accountable for delivery from project team and main sub-contractor

Initially Responsible for delivery of Instrument and Electrical Topside modifications on Tweedsmuir Project, accountable to Topside Project Manager for schedule, budget control and management of sub-contractors. Latterly in role of Project Engineering Co-ordinator within an integrated team with main contractor, responsible for overseeing the delivery from combined Talisman/Amec Project Engineering Group to offshore team.

Responsible for successful delivery of the following 2 projects, leading multi-disciplinary teams of 50+ offshore personnel and 40+ sub contracted personnel.

Lundin Broom
Design, procurement and construction for the topside modifications required for subsea tie back of the West Heather field - short duration project - value £24m.

• On target to achieve first oil on schedule 12 months after project sanction
• Successfully minimised the disruption to ongoing platform activities and delivered the project with no accidents or incidents to date
• Forecast for delivery within agreed budget, through effective use of change management skills
• Full offshore implementation achieved despite restricted POB requirement through motivating and empowering team members whilst providing continual focus, support and expert guidance

Total Fina Elf Dunbar New Accommodation Project
Installation of a new accommodation module and complete associated hook-up - short duration project - value £13.5m. Included management of heavy lift and accommodation module sub-contractors.

• Completed project within timescale (12 months) through rigorous forward planning and continual management of interfaces to ensure module contractor and heavy lift contractor maintained respective schedules
• Project delivered without accident or incident through creating the correct team mentality and accountability for focus on H&S issues passed down to each individual
• Delivered cost savings, through improved efficiency and communication, creating simplified interfaces by uniting the design and construction personnel into one team
• Recognised by KBR UK Sales for ‘delivering a project to schedule that all other competitors said could not be achieved’

Reporting to Wood Group Business Unit Manager and BP Team leaders. Responsible for coordinating engineering and construction work between BP and Wood Group Engineering from three offshore assets. Involved development of initial work scopes, target setting, management of priorities, progress reporting and cost management.
• Assisted with the planning process by better defining and improving the communication processes and fostering effective inter-business relations
• Controlled costs and improved progress reporting through emphasising awareness and ensuring greater accuracy and frequency of forecasting
• Increased team efficiency by instigating progress meetings at engineer level as well as management level and encouraging more direct dialogue and trust
• Demonstrated an ability to create, motivate and build cohesive teams

Responsible for overseeing a multi-disciplined onshore design team and an offshore construction team of up to 50 personnel, carrying out project work on the Chevron Alba Northern platform and Alba FSU. Typical project values circa £50k to £1.5m. Managed resources, design, construction schedules, budgets and HSE targets.

• Ensured successful implementation and client satisfaction through a commitment to regular client and subcontractor liaison
• Consistently met all budgets, schedules and HSE targets through building credible plans, providing clear direction for the teams and maintaining the focus on safety at all times
• Significantly reduced scheduling requirements and cost on modification work by streamlining the workpack content to include only relevant information
• Generated additional business for the company by developing excellent client relations and a reputation for reliability
• Promoted several times from Senior Instrument / Electrical Engineer through Operations Support Engineer to Lead Instrument / Electrical Engineer within just 3 years - in recognition of strong leadership skills plus proactive, logical and practical approach to problem solving