Manager with over 24 years of experience in project management, engineering, design, procurement, construction, installation & commissioning.
Setup of a new consulting business line with strategies and business plans in the front-end engineering, decision analysis and economics space for Full Field Development. Responsible for identify, pre-appraisal through pre-FEED projects and proposals. Acting as a Project/Program Sponsor/Director to ensure quality execution of projects and customer relations. Business Development incorporating other aspects of WorleyParsons business lines such as Advisian.
Reporting to the Select Business Unit Manager. Responsible for all Consulting/Select projects within Southwest Operations for full field development. Business Development integrating INTECSEA subsea components. Responsible to broaden the portfolio of customers in the offshore sector. Develop Deepwater markets utilizing the Select pursuit strategy. Manage/lead a group to deliver proposals and projects and provide push-through to the Define and Execute stages. Act as an executive project sponsor to ensure successful delivery. Projects range from 2000 to over 100,000 man-hours. Target EBIT for the Select group in FY2014 was $83M with approximate total contract values in excess of $500M.
BP – GPO Major Projects for the Gulf of Mexico (GoM) and Trinidad. Reporting to Vice President US SWO Offshore Operations. Responsible for portfolio management, fiscal management, resourcing, space management, customer Interface, driving quality, consistency and HSE across projects. Business Development and customer relation interface. The portfolio consists of 6 major projects from Trinidad and the GoM ranging from $10M - $2B Total Installed Cost. Workforce consisted of approx. 400 personnel and yearly revenue to the company of $100M.
BP – GPO Major Projects (GoM). Reporting to the Program Director, responsible for defining, planning, creating, altering, updating, and otherwise supervising and maintaining the organization structure of the GPO Core Team. Responsible for establishing the project initiation phase of all projects. This includes identifying and sourcing all project leadership and supporting Engineering, Procurement, Construction and Project Controls. Responsible for identifying all initiatives required to further the objectives of a dynamic organization. Responsible for overseeing the execution methodologies for all Major Projects executed under the program. Responsible for the close coordination and supervision of all Projects, Project Managers, Project Staff and Program Core Team. General personnel management with resource requirements and sourcing. Governance of Engineering, Program Services (Project Controls), Procurement, Construction Management, Process Safety, Quality, and Project Information Management. Mentoring, personnel development and performance management.
BP – GPO Major Projects for the Gulf of Mexico (GoM). Projects include Mad Dog Spar Topsides Debottlenecking, subsea tieback and extensive production, flare system, chemicals and utility modifications. Responsible for planning, directing, supervising, and controlling the execution of all business, technical, fiscal, and administrative functions of the project. Managed the scope of work relative to risk and HSE. Served as the company representative regarding the customer and selected subcontractors during project execution. Established the program requirements for all areas of the project, and monitored the draft and final deliverables for adherence to these criteria’s. Assign responsibility to executing project plans for key subordinates and assessed how to utilize their qualifications and strengths.
Provided input to performance reviews and developed plans for subordinates. Promoted technical excellence as well as the improvement of the Quality Improvement Processes. Mobilized company resources, through effective liaison with support departments, other offices, and subsidiaries, to create project teams capable of completing effective, quality work. Worked with lead discipline engineers to develop budgets, schedules and plans for the various elements of the project.
Ensured that the project met or exceeded the goals established at start-up. Monitored and reported to upper management regarding the progress of all project activity, including significant milestones and any conditions which would affect project cost, schedule, HSE performance, quality, risk, profit margin, and customer relationships.
This portfolio represented in excess of 100,000 Engineering man-hours and a total installed cost of $400M.