PROFILE

A degree qualified engineer possessing diverse knowledge and experience in the offshore oil and gas industry. I am currently Operations and Maintenance Manager for PVTrans Oil Field Services in Vietnam but have previously held positions as Production Manager, Operations Manager, Operations Advisor, Field OIM (China), Project Manager, OIM (North Sea), Maintenance Supervisor, Company Representative and Chief Engineer. I have been actively involved in many projects of new builds or conversions, from FEED studies and detailed design through construction and commissioning to safe, successful and sustainable operations. These have included FPSOs, semi submersibles production platforms, semi-submersible drilling rigs, production platforms, re-commissioning of drilling modules and several ships of various types.

I am a confident team leader and decision maker who possesses good interpersonal and communication skills and I have the ability to motivate a diverse and multi-cultural workforce to achieve set goals and objectives. I also possess well developed administration skills and I’m able to successfully plan, develop, manage and report on large budgets.

I have the ability to develop successful working relationships with clients, contractors, certification societies and government body representatives.

I am competent in the management of onshore and offshore facilities and have a proven ability to develop and continuously improve a first class safety, environmental and operational culture.

KEY SKILLS

I possess the ability and skills to:

• Plan, develop and manage new projects and contracts and ensuring projects are completed on schedule, within budget and with a high standard of HSE performance.

• Be proactively involved with engineering teams in all phases of projects from FEED when determining various system and production options through detailed design and being able to critically analyse and assess design solutions, to the management of construction activities, planning and management of commissioning activities, preparation of operational systems and the eventual successful start-up and operation of the facilities.

• Comprehensively plan, prepare and deliver all aspects of pre-operations activities, from recruitment, developing procedures, developing budgets, setting up support contracts, training and competency programmes, developing commission procedures, overseeing handover from commissioning to operations, to start up plans and finally through to safe and efficient operations.

• Manage all aspects of budgetary control; preparation, negotiation, managing and reporting both for projects, pre-operations CAPEX and operations OPEX.

• Negotiate and communicate with clients and contractors.

• Overcome the challenges posed by introducing new ideas and methods of working to a workforce with a different, and in some cases an opposing culture.

• Manage, lead and motivate a multi-cultural, multi-disciplinary workforce to achieve the company’s short term objectives and long term strategic goals through autonomous decision making especially concerning the health and welfare of personnel and the safe and efficient utilisation of plant and equipment. Achieved by adopting a variety of leadership styles as and when required but primarily focussing on the development of mutual trust and respect.

• Solve problems and teach and lead others in identifying, understanding and resolving problems. A sound Marine Engineering background formed the basis of these skills which have been honed over the years as knowledge and experience have been acquired from exposure to many different aspects of the oil and gas industry.

• Investigate and identify the root cause of accidents and incidents using several different techniques but always ensuring it is the root causes that are addressed to prevent reoccurrence.

• Write philosophies and procedures etc. and to develop management systems, Overall Development Plans (ODPs), Safety Cases, Safety and Environmental Management Systems and Operational Management Systems.

• Successfully manage the day to day operation of production and maintenance activities to achieve annual forecasted oil and gas production within approved operating and capital expenditures budgets specifically focusing on the minimisation of production losses and minimisation of downtime through root cause analysis of each loss.

• Aptitude for planning, organising and managing change throughout all phases of projects and modifications by utilising a holistic ‘Systems Analysis' approach.

EMPLOYMENT HISTORY

December 2013 – Present Petro Vietnam Transportation Oil Field Service (PVTrans OFS)

Operations and Maintenance Manager / Transition Manager

I transferred employment from Premier Oil to PVTrans OFS following Premier’s decision to modify its contracting arrangement for the Chim Sao FPSO and the provision of the O&M services. POVO replaced the FPSO owner as the operator of the field and contracted directly with PVTrans OFS for Operations and Maintenance support services, this O&M Contract became effective in April 2015. There were two phases to this job role; the pre-effective date period which entailed the preparation to be ready to deliver O&M services and the post effective date period when O&M services are being delivered to Premier Oil.

As O&M Manager I was responsible for ensuring that the planning and preparation was carried out to ensure PVTrans OFS was fully prepared and ready to provide O&M Services to Premier Oil from the effective date of the contract. My responsibilities during this period included;

• As named contract representative for PVTrans – I reviewed the O&M contract documents (much of which I’d written when I was with POVO) and identified points for clarification, negotiation and agreement with POVO of PVTrans’ roles and responsibilities.

• To develop and deliver a plan and schedule of activities and tasks required to ensure readiness for O&M.

• Review of the onshore and offshore organizational structures and amendment as required to ensure sufficient skills and competency exist in both teams. I built up the onshore support team through selection and recruitment of suitable and competent personnel. I unfortunately also had to replace several personnel offshore who did not quite meet my competency profiles.

• Rolled out readiness plan and schedule to onshore and offshore teams and with key individuals to explain expectations and assign responsibilities and accountabilities for performance and delivery of key KPI.

• Reviewed current and historical expenditure costs and broke down into budget categories. Reviewed with the finance team to understand where money was being spent and I developed and put in place strategies to optimize costs.

• I developed the annual 18 million USD budget and ensured budget codes were set up to accurately capture costs, and developed a monthly budget status report.

• Reviewed the procurement system, and ensured that the CMMS upgrade provided a robust procurement system to meet requirements. Arranged training and ensured competence of all users of the system.

• I redesigned the warehousing system for POVO so that they were ready to move all stores from the previous operator’s warehouse and from offshore to a centralised location. I also ensured that all spare parts were correctly uploaded into the CMMS.

• Developed and implemented an integrated planning process covering 18month, 12 month, 90 days and 30 day horizons.

From effective date, as O&M manager I am responsible for ensuring the systems, processes and methods of working developed in the Pre-Effective Date period continue to be implemented, are working and are effective.

In addition other responsibilities include:

• Daily follow-up of the FPSO; planning, coordination, manning and operative administration of all activities. Ensuring the production performance is accurately and promptly reported on a daily basis

• Attending regular meetings with Client’s Operations Manager in setting long term strategy, medium term objectives and short term goals to ensure safe and efficient day to day operations of the Chim Sao facilities.

• Ensuring PVTrans OFS personnel compliance with statutory, Company and POVO EHS requirements rules and processes and that all incidents are reported. Encourage active participation in any HSE improvement programmes.

• Ensuring that all personnel understand and comply with all process safety and integrity management requirements e.g. there will be zero safety critical PM’s outstanding at the end of each month.

• Ensuring that Clients and Company’s KPI’s are understood by all responsible people, that they are managed and achieved.

• Setting staff goals and objectives and managing the offshore and onshore teams

• Ensure that all production losses are fully and accurately investigated, the root causes identified and mitigating measures put in place to prevent reoccurrence. Where prevention of reoccurrence requires change to processes, systems or equipment that these are immediately reported to POVO in the appropriate manner.

• Work with the offshore teams to find smarter ways of working, assign clear responsibilities and accountabilities to ensure effective management of offshore processes and facilitate the capture and application of O&M best practice

• Issuing a monthly report and attending monthly meeting with POVO to review monthly performance and KPI.

• Ensuring the vessel's long-term technical and operational condition, including optimization of necessary maintenance and replacement programs.

• Ensuring all personnel actively participate in the competency development programme and that competency can be demonstrated for all personnel within 1 year of them starting the programme.

March 2008 – November 2013 Premier Oil Vietnam

Production Operations Manager

Commenced employment with Premier in March 2008 as Production Operations Manager for their Chim Sao field in Block 12 offshore Vietnam. The project was in the process of holding design competitions for an FPSO and Well Head Platform and I immediately became involved in the evaluation and selection of the various options. The successful Contractor for the conversion and lease of FPSO was EMAS who also provide the O&M services. The field design consists of an FPSO with internal turret and a 20 slot unmanned WHP. Produced fluids, water injection and gas lift flow through subsea pipelines between WHP and FPSO, electrical power and production chemicals are provided from the FPSO to the WHP through a subsea umbilical. Gas is exported via a subsea pipeline to onshore Vietnam. Production was successfully achieved in October 2011 at rates between 25,000 to 30,000 bopd. Water depth is approximately 95m. Production is challenging due to high paraffin content (34%) and potential flow assurance risks due to wax deposition.

As Production Operations Manager I was responsible for:

• Development of the pre-operations execution plan and schedule and producing a budget cost to deliver same. Ensuring that the plan and activities remained on schedule and delivered at the appropriate time to ensure a successful and safe first oil start up.

• Developing and maintaining an operations risk register.

• Ensuring that the POVO and FPSO O&M contractor’s emergency response organizations were set up and fully aligned and tested before FPSO sail away.

• For the selection and appointment of the POVO operations support team and the timely and appropriate use of these resources throughout the design and construction phases of the project to provide support to Contractors and POVO Engineers as required.

• Working closely with the contractors commissioning manager and lead technicians to develop commissioning procedures and schedules and to later ensure that commissioning opportunities were optimised to maintain schedule and also to ensure sufficient integration of operations personnel into the commissioning teams.

• For developing the Scopes of Work for and implementing all operations support contracts such as Helicopter, Supply Boats, Production Chemicals, Hazardous Waste disposal and fuel supply etc.

• Responsible for ensuring the safe and productive start up and safe operations of the offshore facilities by ensuring that the O&M Contractor had robust safety and operational policies, procedures, systems, processes, training and competency programmes in place and that these are adhered to and that the operational team work in full compliance with statutory, Premier’s and their own HSE requirements.

• Developing, negotiating and gaining approval for operations pre-ops budget of $10 million. Managing, monitoring and reporting on expenditure.

• Developing the OPEX budgets for offshore operations and onshore support organization for the Block 12W field. Opex is in the region of $50 million excluding FPSO lease rate and O&M services daily fee.

• For the ongoing maintenance of the Charter Party and ensuring that the O&M Contractor are fulfilling their contractual requirements in terms of their facilities meeting the performance criteria and targets for HSE and production.

• Ensuring that the O&M Contractor embarks on a programme of continuous improvement in HSE improvement and operational efficiency.

• Working in conjunction with drilling and subsurface departments for the ongoing and future development of the field and coordinating the various activities to ensure new wells are drilled, completed and hooked up efficiently with minimum disruption to production.

May 2007 – March 2008 Anadarko Petroleum Corporation

Operations Advisor/Onsite Company Representative

In May 2007 I was asked to transfer from Anadarko’s China project to be the Operations Advisor for the FEED study for their Peregrino Field in Brazil this was because this field is very similar in many ways to the Bohai Bay field in China and they wanted to utilise my experience. The Peregrino (BM-C-7) Field is located in the Southwestern part of the Campos Basin in approximately 330 ft (100 m) of water, some 54 miles (86 km) offshore Brazil. The chosen production solution is an internal turret moored FPSO and two wellhead platforms. It is a heavy oil field (14 API) and peak production rates are expected to be 100,000 bopd and 300,000 bwpd, the water will be re-injected into the reservoir. The field is expected to produce for 30 years.

The FPSO will be a bareboat charter from Maersk Contractors and Maersk have also won the O&M contract for the vessel.

• As Operations Advisor I have been based in Maersk Contractors offices in Copenhagen Denmark as the Anadarko Company Representative and I have worked closely with the Maersk Contractor’s design teams in the following areas.

o Input into and review of topsides design

o Input into and review of scope of work for the FPSO conversion from a new build VLCC tanker

o Active involvement in HAZID, HAZOP, Layout Reviews and Safety Studies

o Input into and review of steam boiler and steam turbine power generation packages design.

o Assisting Maersk Contractor’s Operations Manager with the creation of Operations, EHS and Maintenance Management Systems.

o Assisting in the development of the operations execution plan.

• I also wrote a scope of work for the O&M contract for the Wellhead Platforms.

September 2003 – April 2007 Kerr McGee China Petroleum Limited (KMCPL) (Now a fully owned subsidiary of Anadarko Petroleum Corporation)

CFD Field OIM

The CFD Field in Bohai Bay PR China is an offshore oil field development consisting of 6 wellhead platforms producing approximately 290,000 bfpd through subsea pipelines to an FSPO attached to a SPM, of these fluids approximately 50,000 barrels is oil the remainder being produced water which is either reinjected or disposed of into the sea after being appropriately processed and treated.

• As Field OIM I was responsible for the day to day management and operation of all the facilities within the CFD field. Ensuring that all work was performed safely and efficiently and in conformance with the Safety Management System and the computer based Q4 Permit to Work System.

• I led the offshore teams through all major phases of the project, from FEED and design through construction and commissioning and into the third year of a very successful operational phase. The project excelled as far as safety and production performance was concerned and was often used by KMCPLs Chinese partner company CCLT as the ‘showcase operation model’ for visits by various national and international dignitaries’.

• I was responsible for the writing, introduction, training and implementation of the KMCPL offshore safety management system consisting of a suite of procedures, manuals and instructions covering all aspects of safe operation and work.

• Just prior to leaving this project I commenced on the development of a five level competency assurance and training system, the first level of which had already been introduced to the offshore workforce.

• I was also involved in the design and development of new fields and platforms, working closely with the project team and providing information, opinions and advice as well as assisting them with reviews and providing feedback on the operability and performance of platforms as they have been installed and become operational.

March 1993– September 2003 PGS Production Services (Formally; Atlantic Floating

Production, Atlantic Power and Atlantic Power and Gas)

PGS Project Manager for Kerr McGee's Bohai Bay Project - March 2002 – September 2003

In November 2001 I was asked by PGS to write a document on how I would introduce and manage a UK type Safety Management System and training regime into a developing country. This document was presented to Kerr McGee who were setting up the Bohai Bay operation and I was subsequently appointed as the PGS Project Manager for the contract with Kerr McGee. I commenced on the project in March 2002.

In Sept 2003 I was offered and accepted the position of Field OIM working as a direct contractor to Kerr McGee China Petroleum Limited (KMCPL).

As Project Manager I was responsible for the management of the PGS contract with KMCPL which included;

• Creating project plans and continually updating and reporting progress.

• Writing the Operational Section (section 5) of the project's 'Overall Development Plan' (ODP) which was submitted to the Chinese Government for field approval (Similar to an operational safety case).

• Producing the specifications for the EH&S, operations and maintenance procedures and systems for the Operations and Maintenance Contractor appointed in China.

• Devising, organising and managing a comprehensive training programme for 12 Chinese nationals, both onshore and offshore in the UK.

• The O&M contractor was unable to deliver the EH&S, operations and maintenance procedures and systems and my PGS team and I became responsible for their delivery.

• Preparing the pre-operations budget forecasts and creating a budget reporting system.

• Selecting and recruiting a team of PGS Supervisors to train and supervise the O&M Contractor's workforce.

• Working closely with the KMCPL Project Team in; detailed design reviews, monitoring construction and fabrication at various sites in China and preparation of commissioning plans.

• Planning for offshore mobilisation and implementation of EH&S and operational systems and practices.

• Responsible for the selection of and population of data into the dual language Computerised Maintenance Management and Stock Control Systems called Q4 Engineering and Q4 Stock.

• Responsible for the selection of and implementation of a computer based Permit To Work System called Q4 Safety. This is a dual language system that covers all aspects for the safe management of work including risk assessments, isolation certificates, lock out box control, permits to work and various levels of control and authorisation.

• Organising the translation and review of all documents into Chinese.

OIM Northern Producer – March 1997 – March 2002

The Northern Producer is a converted Aker H3 semi-submersible Floating Production Facility located on the Texaco Galley Field in block 15/23A of the North Sea. I was heavily involved in the conversion project of the Emerald Producer to the Northern Producer in 1997 and its subsequent redeployment. The project was fast track but delivered on time and within budget.

• As OIM I was responsible for the day to day management and operation of the vessel. Ensuring that work was performed safely and efficiently and conformed to legislative and company operating guidelines and procedures and within the bounds of my operating budget. In all facets of its operation the Northern Producer was an extremely successful project with safety, production, operational and financial targets being consistently exceeded.

• I was heavily involved in the writing, development and subsequent reviews of the platform safety case and combined operations safety cases as well as the writing and implementation of many procedures and systems.

• I promoted a very strong safety and operational culture within the platform workforce, which was recognised and commented on by many legislative and regulatory bodies such as the HSE, DTI, Lloyds and DNV as well as various external audit teams.

• I was responsible for the management of the facilities annual offshore operations and maintenance budget of £3.5m, developing the budget submission and monitoring and reporting on budget performance.

• I was responsible for driving the platform specific and NVQ competency assurance schemes and the platform consistently achieved its performance targets.

• I successfully and safely brought first oil onto the Northern producer and then 19 days later achieved first gas export, thus setting a UK record for the time between first oil and first gas.

• The Northern Producer operated for its first 906 days without a Lost Time Accident and only suffered two LTAs in the five years I was involved with the operation.

• I was closely involved in the development and implementation of ISO 14001 Environmental Management System EMS, which was awarded to the Northern Producer at the end of 2000 by Lloyds Register.

Maintenance Supervisor - Deputy OIM – March 1993 – March 1997

Atlantic Power’s Senior Company Representative on Amoco’s North West Hutton Platform.

When I was appointed to this position in 1993 the North West Hutton was being prepared for abandonment and part of my remit by Atlantic Power and Gas was the objective of winning the contract for the abandonment of the platform. However, within weeks of taking up the position I had identified several areas where some targeted investment would greatly improve the platforms uptime and hence its profitability. I was able to convince Amoco to invest and successful modification work was carried out which ultimately led to Amoco’s decision to make further investment and to indefinitely suspend the abandonment of the platform and it continued to produce oil and make money for another 10 years.

In this position I was;

• Responsible for the safe and efficient operation of all platforms process and utilities plant and equipment and for its maintenance and repair.

• In charge of a 60 strong workforce of production and maintenance technicians.

• Responsible for the co-ordination and scheduling of all modification and project work, the compilation and completion of work packs from design to closeout, including the control and management of change.

• Instrumental in the planning and introduction of a major personnel downsizing initiative which involved the training of technicians as multi skilled operators and the introduction of new systems of work and procedures.

• Managed the platform’s £4m annual OPEX maintenance and project budget.

• Responsible for the identification and management of improvement projects to increase the operational reliability of the platforms critical equipment, this included, dual fuelling of the Avon gas turbine compressors, installation of new fuel control systems for all gas turbines and the installation of a diesel centrifuge for conditioning diesel fuel for the gas turbines,

• Over time the number of Amoco personnel on the platform were gradually reduced until the OIM remained as the only Amoco employee. This gave me the chance to further develop my career and I became deputy OIM with the opportunity to be exposed to and learn the roles and responsibilities of the OIMs position.

June 1989 - March 1993 Midland and Scottish Resources Plc.

Maintenance Supervisor/Chief Engineer 'Dan Countess' (Semi-submersible drilling rig)

• Responsible for the safe and efficient running of the rigs mechanical machinery, the implementation of planned and breakdown maintenance routines, direction and training of personnel, writing and filing of reports and issuing authority for work permits.

• Other duties included the planning of major overhauls of machinery, compiling maintenance programmes for wet docking of the vessel and being involved in the installation of new equipment.

• I carried out a review and complete reorganisation of the rigs planned maintenance system.

Chief Engineer MV Emerald Sand

• I was employed by MSR as Chief Engineer on their Multi-Purpose Anchor handling Supply Vessel were I served for 6 months before being promoted and transferred to the ‘Dan Countess’.

February 1984 - June 1989 The Maersk Company Limited

Chief Engineer / 2nd Engineer

• Served on several of the company's vessels including Tankers, complex Multi Purpose Anchor Handling Boats and Platform Supply Vessels.

• Responsible for the maintenance and repair of the vessel’s mechanical and electrical equipment.

• Responsible for the planning and completion of dry dock work scopes.

September 1972 - February 1984 London & Overseas Freighters Limited.

• Completed cadetship at South Shields Marine & Technical College in 1976. Promoted through the ranks from Junior Engineer to Second Engineer.

• During my time with LOF I sailed on oil tankers, bulk carriers and general cargo ships and gained experience in the operation and maintenance of a vast array of equipment and machinery. I also ‘stood by’ the building of new vessels and conversion of vessels and was involved in the planning and carrying out of work scopes for several dry dockings of vessels.

QUALIFICATIONS

• BSc Honours Degree (Open University) (Upper 2nd Class Honours)

• DoT Class 1 Certificate of Competency (Motor)

• Ordinary National Diploma in Mechanical Engineering

• Endorsements to OND in Mechanical Engineering

• NVQ level 5 - Management Charter Initiative (MCI)

• NVQ D34 Internal Verifier

• NVQ D32/33 Workplace Assessor

• OPITO Petroleum Open Learning. City and Guilds in Petroleum Processing

TRAINING

• Control of Major Emergencies – Assessed as OIM

• OIM’s Regulations

• HMCG SAR On Scene Commander

• Risk Assessment, Hazop, Hazid, Hazan

• Accident, Incident Investigation (TapRoot)

• Safety Leadership

• Scota Hazardous Areas-Electrical and Instrumentation

• Avon Gas Turbine and Solar Gas Turbine and compressors

• Continuous Improvement and employee involvement

• Leadership Development programme

• Personnel Development Programme

PERSONAL PROFILE

My personal interests and hobbies include; golf, SCUBA diving, walking and cycling

• Born 29th September 1954 in Newcastle upon Tyne.

• Married with one son age 25.

• Punctual, motivated, highly organised and competent individual.

• Clean driving licence

• Excellent health and fitness

Contact this candidate