QUALIFICATIONS/

MEMBERSHIPS: Fellow Association of Cost Engineers

Project Controls NVQ level 4 (ECITB)

Previous Elected Council Member Assoc. Cost Engrs.

COURSES: Extensive Company Training Schemes & Seminars:

Microsoft Office Applications, Risk Analysis.

Total Risk Management.

Strategic Teamwork and Relationship Skills.

Presentation Skills

PRESENT POSITION: Project Services Manager - OKLNG Project.

EXPERIENCE SUMMARY:

A strong cost background with nearly thirty years cost, commercial and project controls experience in a variety of industries including, most recently, a position on the client team for a new LNG project. More than 20 years in the oil and gas industry where substantial experience has been gained in the Cost Control, Cost Estimating, Contracts and Planning environment. Working for both Clients/Operators and Contractors/sub contractors has given me significant understanding of the different ways of working and the different needs of different organisations. Considerable experience of Alliance and Partnership methods of working acquired in the last 15 years. I am a team player, confident, outgoing and have strong interpersonal skills with the ability to interface and influence equally well at all levels of organisations. Good track record in creating and managing high performing project controls teams. My levels of responsibility have shown a steady increase in line with increased experience and in recognition of the quality of work performed.

BG Group

Oct. 2005 to date

Position: Project Services Manager

Project: OKLNG Project

Initially engaged as part of a small client team managing the activities of a FEED contractor, based in Rome, for a new LNG project which will ultimately be constructed in Nigeria. The project is funded by a consortium of NNPC, Shell, Chevron and BG.

My role, in summary, is to ensure that the interests of the stakeholders are protected, robust project controls procedures, systems and reporting are in place & adhered to and to ensure that the management team are kept informed of cost, progress, trends etc.

In particular, I monitor progress and expenditure against budgets, assess change or potential change requests, review trends and forecast cost/schedule outcomes. I am the focal point for project controls/commercial information flow from/to the contractor to the project core team and vice versa. Following selection of the preferred contractor I am now based in our core team office in London as the Project Services Manager for the project responsible for all Cost, Planning and Estimating discipline activities managing a team of Cost Engineers, Planners and an Estimator.

Turner & Townsend Energy Ltd

Sept. 2002 to Sept 2005

Position: Project Controls Manager

Project: Terminal 5 Heathrow (£4 bn )

Reporting to the Head of Systems & Engineering as part of the Guidance Team working on behalf of BAA. Responsible for managing and co-ordinating the cost and planning functions of the Systems Project Team. A key function of my role is to liaise with the other T5 projects into which we are delivering our systems. Accountable for the implementation of Artemis Views integrated cost and planning system. Accountable for all reporting of cost, schedule, change, progress, earned value and analysis of trends to the Systems team management and to the T5 Directors.

Guidance and assistance given to the supplier teams to ensure compliance with project controls requirements, data integrity and consistency of approach .

The "T5 agreement" with suppliers requires all parties to work as "partners" in an open co-operative fashion to deliver the best solutions for the project. The agreement is designed to provide very little risk to suppliers to promote this culture. Whilst I have experience of working in this type of environment, I am also responsible for balancing this way of working with ensuring that BAA's commercial interests are safeguarded which includes interrogation and approval of supplier costs and significant involvement with the supplier commercial agreements.

AMEC Process and Energy Experience:

Jan 2000 - Aug 2002

Position: Project Controls Manager - seconded to Amec Group Ltd.

Project: BNFL Technology Centre (£190m)

Reporting to the Project Director with full responsibility for the provision of the following services to the project: Cost Control, Planning, Information Technology, Document Control and Office Administration.

Responsibilities include:

Recruitment, management and training of staff as required.

Development of Project Control Strategy, ensuring that the full scope and manner of execution of the project is reflected in the Project Control Process.

Identification of the project and clients reporting requirements and ensuring that these are accounted for within the control systems.

Ensuring that procedures are in place for all aspects of project control.

Assist in identification and evaluation of alternative courses of action to overcome problem areas.

Ensure full recovery of entitlements under the contract arrangements.

Monitor and report on performance criteria and "risk and reward" arrangements.

Ensure that suitable office facilities, including IT and communication requirements are in place to enable the Alliance team to perform their functions.

Jan1997 - Jan 2000

Position: Alliance Cost Manager

Project: Shearwater Facilities Development Alliance (£860m)

Reporting to the Alliance Project Services Manager with full responsibility for establishing and maintaining cost control/ accounting procedures and reporting mechanisms for the Alliance Management Team (AMT) function. Provide sufficient cost data at the right time, to the AMT to enable effective management.

With the assistance of 3 directly reporting staff (on the project), Cost Control, Reporting, Change Control and Accounting procedures developed.

Involvement in strategy discussions for commercial management of the Alliance and development of Sub Alliances with contractors and suppliers.

Responsible for collection, collation and analysis of cost data from each of the sites (7) involved in the Shearwater Development. Developed a monthly management report to provide an overview of the whole Alliance cost performance, particularly against Alliance Targets and against physical progress. Highlight adverse and positive trends as early as possible. Check the integrity of data provided by the sites and have knowledge of their systems and methods of cost control and planning interfaces. Ensure all sites providing consistent data to the Alliance.

Act as the focal point for Change Control for the Alliance budget. Obtain, collate and analyse the impact of proposed changes from all sites on the whole Alliance. Agree and approve the cost element of these impacts, assess schedule impacts with the Planning Manager and present to the AMT for implementation approval.

Ensure compliance with the Works Contracts by all parties and ensure that mechanisms are in place to control and recover monies in line with the contracts.

Work closely with the Planning Manager and his team to continually monitor expenditures against physical progress.

Conduct regular Risk Analysis with all sites, report individual and overall findings to the AMT. Act as facilitator at risk assessment meetings with sites. Implement the Amec Total Risk Management (TRM) philosophy.

1991 - 1997

Position: Chief Cost Engineer.

Project: BrentField Redevelopment for Shell U.K. Exploration and Production (£1.3 billion).

Partnership Contract.

Reporting to the Project Services Manager, fully responsible for managing all aspects of Cost Control including techniques, procedures, systems, staffing, training and development, to provide the Project with an efficient and professional Cost Control capability.

Responsible for ensuring that all project costs are allocated, recorded, monitored and controlled against Project and Company Codes; and monitoring, controlling and reporting current and forecast expenditures against approved budgets and schedules to enable Project and Corporate Management to ensure that final costs are within the approved Budget and Target Dates.

Managing a department within a lump sum budget for indirect personnel and ensuring that other disciplines within the lump sum stay within budget.

Specifying and overseeing development and subsequent enhancements to project cost control systems for collection of data and meaningful reporting; and developing links with Planning systems.

Ensuring proper administration of the contract and variation negotiation and implementation. Oversee the smooth transition of procedures/activities/reporting etc. as the contract evolved from Reimbursable plus fee to performance related incentives and lump sums.

Minimising overhead expenditure whilst retaining and improving performance through more efficient work practices; and maximising profit within the terms of the contract.

Marathon Oil UK

1989 - 91

Project: Cost Co-ordinator.

Project: East Brae topsides development.

Assigned to the project during Front End Engineering Design based in design contractors office as part of Marathon management team. Fully responsible for all topside cost related activities, including estimating, budgeting, cost control, monitoring, invoice approval and development of PC based reports. Additionally responsible for preparation of Cost Control, Accounting procedures and Schedule of Reimbursement for inclusion in the Detailed Design Contract. Close liaison with Chief Planner to monitor expenditure trends against physical progress. Also, maintaining liaison with Procurement Department to review the commercial aspects of procurement activities.

Amoco (UK) Exploration Company

1988 - 89

Position: Consultant.

Engaged on a consultancy basis with the specific task of reviewing, testing and evaluating the performance of a Cost Monitoring/Cost Estimating system developed by Amoco, including:

• · Complete review of the objectives and philosophy behind the system.
• · Testing using "live" data from ongoing projects.
• · Evaluation of reporting capabilities; comparisons with existing methods.
• · Preparation of a comprehensive report for management incorporating the benefits, drawbacks and recommendations for modifications or enhancements.

Subsequently assigned tasks within the Head Office Contracts/Administration department. With particular involvement in preparation, negotiation and bid analysis of service type contracts; i.e. non-specific engineering and consultancy contracts. Additionally responsible for preparation of OSO quarterly reports.

H.J. Heinz

1988

Position: Senior Project Cost Co-ordinator.

Employed on a consultancy basis to create effective cost control procedures and systems for a £35M upgrading/refurbishment of Heinz production facilities at Wigan, Lancashire. Tasks completed included complete review of entire project budget through to presentation and approval of new budget by H.J. Heinz General Managers; creation of effective cost control procedures; re-organisation of project computer systems and instigation of regular 'meaningful' reports to management. Establish links with Planning.

Amoco (UK) Exploration Company

1987 -88

Position: Consultant.

Assigned to complete the close-out of three projects, i.e. NW Hutton Compression rating, NW Hutton Water Handling and Indefatigable Field cooler installation.

Tasks completed included collection and correlation of input from the different contractors involved in the projects, reconciliation of accounts (project and head office) and finalisation of outstanding claims.

Considerable liaison with engineering/construction disciplines was required to complete the technical aspects of the reports.

Final reports were completed, presented to management and accepted.

Brown & Root A/S - seconded to: Elf Aquitaine Norge A/S

1982 - 87

Position: Senior Cost/Estimating Co-ordinator.

Project: Heimdal Gas Field Development Project located in Norway.

Responsibilities included:

• · Estimating equipment, material and man-hour costs.
• · Monitoring and reporting on commitment, expenditures and trends.
• · Development, implementation and supervision of procurement invoice verification procedures.
• · Development of project cost codes.
• · Identification of the requirements for computerisation of the Procurement Cost Control System including planning interfaces.
• · Development and supervision of the systems .
• · Development and implementation of procurement close-out procedures.
• · Claims negotiation.
• · Assignment offshore as Controller of Planning activities during Hook-up.

Brown & Root (UK) Ltd seconded t o Elf Aquitaine Norge A/S

1981 - 82

Position: Project Cost Engineer.

Project: Basic design phase of the Jacket for the Heimdal Gas Field development,

located in London.

This involved all aspects of Cost Control, Estimating and Reporting similar to those on the Amoco Projects.

Had overall responsibility for remaining work on Amoco projects.

Transferred to Heimdal Topsides Design Team

Brown & Root (UK) Ltd - Amoco Projects

1980 - 81

Position: Project Administrator/Cost Engineer.

Responsible for preparation and presentation to client (Amoco) of status reports each month.

This involved:

• · Monitoring and recording of man-hours, man-hour costs, equipment and materials and all other project associated costs; forecasting and updating estimates and production of cash flow forecasts. Implementation of project variance system; and provision of information to planning section for updating of engineering schedules.
• · Additional responsibility for production of financial status reports for Brown & Root Management.

Brown & Root (UK) Ltd

1979 - 80

Assigned to project Services Department. Responsibilities included preparation of departmental budgets and analysis of operating overheads.

Also, prepared cost and scheduling information for inclusion in tender/proposal documents and feasibility studies.

L. Lewis & Sons Ltd

1976 - 79

Position: Office Manager

Firstly appointed as Assistant Office Manager and promoted to Manager after approximately one and a half years.

Responsibilities included complete accountability for book-keeping function, accounts payable, cost control, estimating, stock control, purchasing and all general administration.

Further duties included contract negotiation with transport contractors and shipping and forwarding agents.

Highlight Limited

1971 - 76

Position: Assistant Office Manager.

Commenced as Junior Clerk, mainly dealing with invoicing and Sales Analysis, and later promoted to Assistant Office Manager, the duties and responsibilities of which were:

• · Maintenance of stock records and production of stock reports.
• · Cash flow and stock projections.
• · Maintenance of day books and ledgers.
• · Pricing materials and general administration.