Profile:

Expert in developing and successfully executing Best-in Class Contracting and Procurement (CP) strategies, framework and standards, establishing fit-for-purpose Practices, Processes and Procedures for effective Capital Projects Procurement environments (complex services) to deliver CAPEX intensive Major Projects.

Versatile, engaging, and enterprising Senior Manager/ Leader with 26+ years of SCM experience (Commercial, Contract and Claim Management) in Oil & Gas (Upstream (Facilities)/ Midstream (Facilities and Pipeline)/ Downstream (Refinery)/ LNG (Facility)) & Hydro Power industry working for both Owner/ Operators & EPC/ EPCM Contractors. Intuitive and influential leader with a sparking track record of success in capitalizing on opportunities to drive revenue, develop business, mitigate risk, and strengthen client relations.

Expert knowledge to deliver complete Commercial Lifecycle Management [pre-award and post award activities]

oDevelopment of complex compensation structures

oTendering, negotiating and award complex EP/ EPC/ EPCM/ GCC Contracts [FIDIC/ COAA & CCDC Model] for DBM/ FEED/ Detailed Design & Construction Phase of Project Delivery Model

oProactive Post-award contract management

oManaging Disputes and Claims [mitigation through settlement]

Skilled communicator with expertise in leading and mentoring talented teams in negotiating multi-year, multi-million dollar commercial project contracts to consistently achieve financial objectives.

Demonstrated an overriding commitment to health, safety and environment responsibility – maintained Zero LTI

Other Area of Expertise:

Performance Optimization Business Transformation Project/ Contract Closeout

Supply Chain Management Client Relationship Management Project Management

Category/ Portfolio Management Supplier Relationship Management Strategic & Global Sourcing

Process Improvement Organization Management Capability Development

Developing High Performance Teams

Professional Experience:

Fluor Canada Jan 2019 –

Director II, Contracts Management (LNG Project)

JGC Fluor BC LNG JV - A joint venture between JGC Corporation and Fluor was selected by LNG Canada Development Inc. to be the engineering, procurement and construction (EPC) & the Prime Contractor for its proposed liquefied natural gas (LNG) export terminal in Kitimat, British Columbia, Canada (Canada’s largest Infrastructure Project). LNG Canada Development Inc. is a joint venture that includes Shell, PETRONAS, PetroChina, Mitsubishi and KOGAS Phase 1 - 6.5 million tons per annum (mtpa) of LNG per train x 2 - Total Project TIC ~$13BN

Responsible for Project subcontracting of complex services with procurement spend of ~$5BN for development of natural gas receiving and LNG production facility, as well as a marine terminal. The facility will also include LNG processing units, storage tanks, a rail yard, water treatment facility, and flare stacks

Kinder Morgan Canada/ Trans Mountain Corporation April 2016 – Dec 2018

Director, Contracting & Procurement (Major Projects/ Complex Services)

Trans Mountain Expansion Project (TMEP): is twinning of the existing 1,150-kilometre (42”; 36” & 24”) pipeline between Edmonton, Alberta and Burnaby, BC (Canada’s largest Pipeline Project). It will create a pipeline system (including 12 new pump stations, 19 new Tanks & 3 new berths) with the nominal capacity of the system going from 300,000 barrels per day to 890,000 barrels per day Total Project TIC ~$7.4BN

Responsible for Project Contracting & Procurement Management of complex services with procurement spend of ~$5.5B [~$1.8BN for Lower Main Land & Pipeline Spread 7; ~$3.5BN for Pipeline Spreads (1-6); ~$650MM for Edmonton Terminal & Pump Stations; ~$650MM for direct procurement of Long Lead Item (Mainline Pump; Motors; Mainline Pipe & Valves); ~$150MM for Project Services (Pipeline and Facilities)]

Oversee (process), review (RFP), validate (Bid List/ Evaluation) and approve (award recommendation) EPC Contractor’s Procurement activities to support Vendor Data as part of Engineering Design development, EWP/ CWP packages, Tier 2 Subcontracting for early work packages and procurement of permanent equipment to meet Path of Construction

Led diverse team of SCM Managers [5] and indirect team members of Contract Managers, Specialist [25].

Achievements:

Successfully transformed siloed project execution and procurement teams with varying approaches to project procurement into a world-class capital projects procurement organization with a project portfolio approach; a constantly learning and improving organization and delivering [exceeding] on all its KPIs - achieved 95% End-to-End sourcing as per project schedule. Value deliveries of cost saving and cost avoidance in excess of 10% of the 3rd Party spend

Negotiated and awarded two Fixed FEE Target Price EPC Contracts (~$2.5BN); seven Fixed FEE Target Price Construction Contracts for Pipeline Spreads (~$3BN); four Major Manufacture and Supply Contracts for Long Lead Items (~$700MM) - Exceeded all value generation targets.

Successfully completed Independent Project Assessment (IPA), USA Project Readiness Audit/ Review as part of Construction Readiness for the entire Project – Achieved high scores for SCM function as part of enablement, effectiveness, value delivery, leadership, project engagement.

Exceeded Company’s expectations on First Nation Engagement/ Commitments – 45 Mutual Benefit Agreements evolved through SCM Business Opportunities and achieved 10% direct spend targets

All 100% contractors claims negotiated and settled due to Company Go- No Go Decisions

Received Management Recognition Awards for meeting key corporate milestones

Husky Energy Inc. March 2011 – March 2016

Sr. SCM Manager/ Sr. Commercial Manager (Oil Sands, Major Projects/ Complex Services)

Sunrise Project (60,000bpd): Main components of phase one included construction of a central processing facility (CPF), with two 30,000 barrels a day plants; development of surface facilities and site infrastructure; drilling of 49 well pairs on eight well pads; five water supply wells and four disposal water wells; and diluent and diluted bitumen (dilbit) pipelines to / from Edmonton Total Project TIC ~$3.5BN

Responsible for Supply Chain Management of ~$2.7BN for SAGD 60,000BPD Sunrise Phase 1 Project (sub projects: Central Processing Facility ~$1.8BN; Well Pads and Gathering Lines ~$550MM; Site Wide Services ~ $400MM). Exceeded all value generation targets.

Led claims development and defense notably (i) Reservation of Delay Damages for not meeting Project Milestones (ii) Productivity Impacts (iii) Key Personnel changes for CPF EPC Contract

Managed Tier 2 Subcontract flow down Risk Matrix & Warranty through EPC Contract Execution

Hired and managed ~20 SCM professionals including 4 direct SCM Area Managers. Managed all human resource activities, e.g., P&L Budgets, professional development, compensation decisions, succession planning, performance management, respectful workplace, etc

Achievements:

Lead negotiator for Lump Sum Conversion of two major EPC Contracts (~$2.5BN) at completion of 90% Model Review – achieved project saving of 15% meeting Class 1 estimates at conversion eliminated design allowance by 30%. Project strategies incorporate underlying initiatives to support delivery e.g. modular fabrication and standardized equipment

Implemented Market Intervention Program, 2015 – negotiated cost saving of ~$35MM (achieved cost savings of ~12% of addressable spend) for all cost reimbursable (T&M) contracts

Delivered Best-In Class Project Contract Closeout (within 6 months of TCCC) & ~$15MM AFE Reduction for validated Project spend of ~$2.7BN

Realized Project Savings >$150MM on final negotiated Contract; Claims; Change impacts; Cost Avoidance

Received CEO Recognition Award for Best Performance & for Lump Sum EPC Contract Conversion

Suncor Energy Services Inc. May 2010 – Feb 2011

Sr. Contracts Manager – Category Management (Complex Services)

As part of Centralized Category Management Group, worked on following initiatives:

Developed Complex Engineering and Technology Process Services Categories Strategies; Value Creation methodologies; Improving Supplier Working Relationships through KPI & Supplier Relationship Model

Managed an engineering & construction services spend of CAD$1B+ across all BU’s (Major Projects; Downstream; NATGAS; Sustaining projects; Lubes) – initiative to consolidate and capture Spend Data & deliver on Supplier Performance and SRM concepts

Interfaced with budget holders and senior Project Management Team; and other SCM cross over departments/ categories such as Construction; Instrumentation; Engineered Equipment

Hired and Managed a team of 3 Contracts Specialist; 5 Contracts Analysts

Achievements:

80% Engineering & Technology Spend (company wide) identified within 3 months of program implementation

Structured Engineering and Technology Supplier Base - Reduced non-performing supplier base by 15%

Formalized category strategy and guided implementation of change effort across 5 Business Units and enterprise-wide stakeholders.

Suncor Energy Services Inc. Sep 2009 – April 2010

Contracts Manager - Renewable Energy Division

Suncor Renewable Wind Farm Projects: Chin Chute, Taber, AB (30MW) Magrath, AB (30MW) Natural Gas Projects (Western Canada Region) Total TIC Phase 1 ~ $300MM

EPCM Contract for Renewable Energy Wind Farm Projects – Responsible for all pre award (including the development of the contracting strategy; tendering; evaluation; negotiation to award) & post award-contracting activities (including contract administration, progress payments; change management; and claim negotiations and resolution).

Led consolidation of EPCM Contract Model for NAT Gas Business Unit under Alliance Model (total TIC ~$10MM to $250MM) between the two merged companies (Petro-Canada and Suncor) for a combined saving of ~$10MM on reduction of 3rd part cost; Overheads; Profits and Fee Structure

Petro-Canada April 2007 – Aug 2009

Sr. Contracts Lead/ Contracts Manager (Oil Sands, Major Projects/ Complex Services)

MRX Project (40,000bpd): Main components of project included construction of a central processing facility (CPF), with two 20,000 barrels a day plants; development of surface facilities and site infrastructure; drilling of 36 well pairs on six well pads; three water supply wells and two disposal water wells; and diluent and diluted bitumen (dilbit) pipelines to / from Edmonton Project suspended due to merger with Suncor Total Project TIC ~CAD$2BN

Responsible for Contracting and Procurement (CP) activities in support of Project.

Responsible for all pre-and post-award contracting activities including preparation and development of Project and Contract Strategies for major projects including recommendation of tendering process, contract type and method of reimbursement (LSTK, Re-measured, Reimbursable, Target Price, Cost Plus, etc.); tendering; evaluation; negotiation; presentation to Management, Contract Approval Committees and Shareholders of Contracting Strategies, Award Recommendations and Post Award Contracts Management [including change management, claim negotiations, resolution and counter claims through to contract close-out]

Managed through strategic acquisition (RFx; Contract Negotiations) of Consulting Services, Professional Services, Engineering Services Contract, EPC, and EPCM type services to maintain effect lowest total cost for Major Project Division.

Achievements:

Provided SCM functional expertise to reduce CAPEX < $30,000 pb by implementing competitive & global sourcing initiatives – was made Part of “Centre of Excellence Team” for “Core Project” with project spending budget of $50MM - $200MM

Received Cash Award from Management for delivering Project Lump Sum Contracting Strategy

Suncor Energy Services Inc. Dec 2003 – March 2007

Sr. Contracts Manager, Major Projects/ Complex Services

Oil Sands: Various infrastructure growth projects to support Mining & Extraction (M&E) development at Steepbank Mine Total Project TIC ~ $500MM

Management of complex Contracting and Procurement (CP) activities in support of M&E Projects.

As part of strategic Major Projects group, assigned to lead M&E and tasked to eliminate reactive, ad-hoc approach to onsite Construction Contracts.

As Contract Owner ensured compliance of technical, commercial, HSE and quality management of construction contracts supporting the company's production programs in M&E, Major Projects Group (annual contract spend value $125MM)

Managed Source to Pay process [preparation, issue, detailed evaluation, bid tab approvals, negotiation and award] for M&E Major Project Group (M&E Projects: Tailings; MSE Wall; Crushing Plant; Extraction Plant;

Booster Pump Stations; Power Substations; Power Line Relocates ~cumulative project valued ~$500MM)

Achievements:

Led strategic transition from discrete construction disciplines to integrated multi-discipline design-and-construct strategy thereby reducing cost and risk. Solution adopted for other Project Areas as well.

Ensured 100% compliance with the Company Delegated authorities; Corporate Governance standards & Approved Project Budgets

Promoted claim prevention, leading claim negotiations and progress to satisfactory settlement – >95% Change Management progressed through approved change orders

GE Boving HP Ltd, UK (subsidiary of GE Energy) 1993 – June 2003

Sr. Contracts Engineer/ Sr. Contracts Manager

480 MW Uri Hydro Electric Power Project (Mechanical portion) – 1993 to1997 1500MW Nathpa Jhakri Hydro Electric Power Project (Mechanical portion) – 1997 to 2003 Total Project TIC ~$500MM

Management of Subcontracting and Procurement (CP) activities in support of Project execution

Managing subcontracts tender awards: preparation of bids, evaluation, negotiations and award proposals.

Monitored & measured contractor's work progress, payment validation, in accordance with the Contract; ensured all Contractual Notices are issued on time and in the proper format

Organized & supervised auctions for sale of used plant & material using open bidding & negotiations

Maintained all contract change, variations and claim files for audit reviews.

Achievements:

Supported two major projects end to end from “start of construction’ to “final completion & Turnover” of project to client and final release of final project payment – retained as Proposal Manager for future assignment.

Education:

Advanced Project Management, 2012 from University of Calgary, Canada

Applied Project Management Certificate, 2011 from SAIT, Alberta, Canada

Master of Business Administration, 2001 from Deakin University, Australia

Bachelor of Engineering, 1991 from Gulbarga University, India

Affiliations:

Member IIPMR, US (pursuing Certified Supply Chain Specialist, CSCS Designation)

Member APEGA, P Eng.

PMI, US

NCMA, US

Engineers without Borders, Calgary Chapter

Trainings:

Completed relevant SCM & Leadership training by GE; Suncor Energy; Petro-Canada; Husky Energy, Kinder Morgan & Fluor

References: Will be provided on request

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