Business Development Manager for Minerals

Описание

University of Calgary 1980-1986 – Bach. of Commerce
University of Calgary 1982-1986 – Bach. of Science (Mechanical Engineering)
Briercrest College, Sask 1979-1980 - Recreational Leadership Courses and Camp Administration

Executive Summary
As an experienced Domestic and International Business Development and Senior Project Director, I have been a successful team member on a number of large, on and offshore Oil & Gas Exploration and Production Projects in addition to CCGT Power Generation, Transportation Infrastructure Development, Remote Camp and Petrochemical Facility Construction Projects for the past 30 years. Project values have ranged between 300 million and in excess of 1.5 billion USD.

In addition to Project Director and Business Development and Planning & Strategy skills, Senior Management skill sets include, but not limited to: Chair Management Steering Committee, Chair Corporate Governance Chair Internal Audit Ethics Committee, Operational Excellence Program Management, Asset Integrity, Commercial and Contract Written & Management (FIDIC), Contract Negotiations, Contract Claims Management and Settlement, Government Negotiations, EPC, EPCM, PMC, MEP, E&I Tender Requirements, Commercial Construction Design/Build Packages and Commissioning,.

I am committed to continuous personal education and development in the areas of Senior Management skill sets required to perform in a dynamic global industry.

Career Objective
I am seeking a permanent position with a dynamic and growth oriented organization. Utilizing my experience and management skill sets, taking on a senior role as Country MD is my current desire. With full P&L responsibility and accountability, I look forward to contributing to the success and growth of company in challenging markets.

Extremely comfortable in an Expat environment, I believe my skill sets are best realized in developing markets and challenging locations working with multi-cultural teams.

Work History Summary
BI Group, Astana, Kazakhstan May 2017 – Present
Director, Business Development, Industrial, Commercial Residential
A multi-division international engineering & construction developer.

1. Business Development
a. Support Organizational local and international Marketing and Sales efforts.
i. Oil & Gas
ii. Renewable Energy
iii. Power Generation
iv. Infrastructure / Camps
v. Mining
vi. Manufacturing
vii. Multi-Use Commercial
viii. High Rise Commercial / Residential
2. In support of function 1 above, participate in social and organized Government and private industry forums and trade shows locally and internationally.
a. Focus on building long term relationships through Government and private industry leaders, reinforcing the BI Group expertise, professionalism and success driven projects.
3. Overall Project Directorship, National and International.
a. Focus on development of sound National and Internationally accepted industry standards, practices and procedures.
i. Develop “Core Team” of project professionals - National emphasis with support from Expats as required (dependent upon complexity of Project)
ii. Internal BI Group procedures for project development, design and execution
iii. Internal BI Group progress reporting standards and analysis
iv. Management of Sub-Contractor expectations and performance, developing key partnerships both National and Internationally.
v. Develop internal BI Group auditing process for Projects – HSE, Cost/Schedule Performance and Construction Execution / Completions
b. Assist with Tender bid preparation and sign off prior to submission.
4. Development of Business Risk Analysis format.
a. Operational Excellence Program Development
b. “Go no Go” FID (Financial Investment Decision) for each new Project identified both National and Internationally.
c. Explore recovery cost mean average for price determination and maximum Margin opportunity
d. Advise BI Group Senior Management of risk exposure during negotiation of contracts
5. Commercial and Contract Management – National and Internationally.
a. Develop standardized procedures for negotiating, managing and administrating Project Contracts (client & sub-contracts)
b. Develop standards for managing claims throughout the project lifecycle
c. Develop “Change Order / Variation Order” robust procedures and implementation processes

Consolidated Contractors – Jazan Refinery, KSA & Athens HO Nov. 2015 – April 2017
Executive Project Director – Advisory Role (1.4 Billion USD)
President of Engineering and Construction from head office in Athens asked me to assist in the interface of 3 project packages with 3 different clients. My primary advisory role was to bring order to contract interpretation, administration and commercial management in addition to providing a structured procedural approach in managing stakeholders. I also provided direction and management of three 5000 man camps and associated utilities / services.

DUSUP (Dubai Supply Authority) Government of Dubai, UAE May 2014 – Nov. 2015

Chief of Projects Development Manager – 18 Month Contract
Brought into the organization to develop and implement robust Project Management and Engineering processes and procedures, in addition to effective cost control measures and annual budget development.
Developing interface guidelines between Project Teams, Operations and Maintenance and other Government Stakeholders.
❑ Projects include various engineering studies, new large diameter pipeline, various additional pipeline modifications/upgrades and new builds, processing plant upgrades to instrumentation and controls, HDD & Micro-Tunneling, offshore LNG FSRU new infrastructure, Dredging Operations, CCGT power upgrades and grid supply.
Senior Management Team Member involved in Organizational Strategy and Business Planning.

Astana EXPO 2017 2013 – 2014
Director / Country Advisor and Site Operations, Kazakhstan Set-Up - Consultant
BIE Awarded EXPO 2017 to the Government of Kazakhstan, Astana City. I was asked to join this project on a start-up basis for 5 – 6 months as in Country Project Director Advisor reporting to overall Commercial Programme Director International position.
Responsible for in country knowledge and establishment of business organization including all contractor and sub-contracting processes and negotiating interim and main contracts with the Government.
Estimated value of Mega Event Project – 3.5 – 4 Billion USD.

BG Global Group – Seconded to KPO, Astana, Kazakhstan 2013Explanatory note: BG Global Projects approached me with an opportunity to join their JV in Kazakhstan. The option was taken by myself to contract my services, bringing the early project development through Concept Selection and Pre-FEED studies for further Stage Gate evaluation and potential project sanction. BG is Joint Ventured with ENI, Chevron, Lukoil and KMG with BG and ENI having Operatorship. With 4.5 Billion dollars of projects being studied for sanction or entering Concept Select phases the organization did not have Project Management Leadership in place.
Principal Project Manager, Kazakhstan
The greatest portion of my time was spent ensuring Pre-FEED Value Assurance requirements were complied with. Projects were at various stages of VAR1, VAR2 and Pre-Qualification for ITT packages leading to award of FEED. Development of budget, cost estimations, process engineering oversight and tender and contract strategy development were key focus.

Rolls-Royce Energy – Almaty, Kazakhstan 2011 – 2013
Explanatory note: I was approached by Rolls-Royce as the company did not have organized Project Directorship and Business Development on a Central Asia Regional level. I was placed to manage Kazakhstan and Turkmenistan business which predominantly involved Gas Transmission and Power Generation around $300Mil. My residency status in Kazakhstan and Russian language skills combind with senior PM skills made this a good fit for RR and myself on an interim basis.
Business Development and Projects Director, Kazakhstan and Turkmenistan
1.       Capital value of the whole project - $500Mil +
11 Gas Transmission Compressors & Turbines - $300Mil +.
8 Power Generation Turbines - $200Mil +
2.       Capital value of the projects responsible and accountable for:
Responsible for total Capex $500Mil +
Responsible for Installation & Commissioning Opex $20Mil
3.       Number of staff managed:
48 total including site I&C teams and project support team in Almaty
4.       Position in Hierarchy of the projects:
Top of the Management Team reporting to the Middle East and Central Asia Regional Director. I had full responsibility and accountability for project delivery and P&L budget
Please note that with the MECA Region, Rolls-Royce Energy operates 4 key office locations with counterpart colleague equivalent positions such as mine. We interaction on a weekly basis through resolving customer issues, critical project issues and items of importance as well as a monthly meeting rotating between our key locations, Qatar, UAE, Azerbaijan and Kazakhstan. I routinely provide my colleagues in Qatar (Dolphin Energy) and the UAE with support on their respective projects. These projects include Qatar, UAE, Yemen and KSA based projects where my experience as a Senior Project Manager / Director was called upon for support. I am well versed in dealing and managing customers in the GCC Region (although Yemen would be excluded).

Datoba Construction LLP – Aktau, Kazakhstan
Director, Business Development Caspian Region – EPC & EPCM Contractor 2008 – 2011
1.       Capital value of the project awards - $250Mil
2.       Capital value of the projects responsible and accountable for:
3.       Number of staff managed:
5 sales and business development juniors working over three offices, Almaty, Aktau and Atyrau, Kazakhstan.
4.       Position in Hierarchy:
As Director of Business Development I reported to the owner and founder of the Company, having been established in Kazakhstan 16 years earlier. I had full responsibility and accountability for new contract delivery and budget development
❑ Responsible for identifying new market base in Western Kazakhstan
❑ Potential client liaison and presentation of professional services
❑ Development of MOUs, contracts and tender preparation – technical and commercial

Panalpina World Transport LLP – Atyrau, Kazakhstan 2004-2008
Explanatory note: I was headhunted for a specific out-of-gauge Oil and Gas project for Panalpina to work in PanProjects. My involvement with Panalpina was due to their requirement for my specific experience and the client relationships I could bring to the project in addition to establishing and managing the project team and branch office and expand business development.

Business Unit Manager for AGIP KCO EP Contracts
1.       Capital value of the whole project - $450Mil
New Build - Two RO-RO barges including management of Navel Architecture concept, design and construction – one build in Volgograd and one in Astrakhan, Russia.
Approved and managed concept, design and construction of RO-RO Jetty on the Ural River including Dredging Operations.
Approved and managed concept, design and re-construction of transshipment port at Lotus Shipyard in Astrakhan, Russia
Managed contracts and approved concept, design and execution of works for high line raising to accommodate OOG Cargo movement via heavy lift axles and new road construction
2.       Capital value of the projects responsible and accountable for:
Responsible for total Capex $450Mil +
Responsible for OOG Cargo movement Opex $70Mil
3.       Number of staff managed:
250 total ops and office project team plus total contractor count in excess of 2000 at peak build phases
4.       Position in Hierarchy:
Top of the Project Management Team reporting to the Director of PanProjects in the UK. I had full responsibility and accountability for project concept, design and delivery including budget
Additionally responsible for obtaining government permits and approvals of the TPD (Technical Project Documentation Package). This process normally takes one month per ministerial department – we accomplished full approvals within 6 months.
❑ Management of all operational staff in the Business Unit
❑ Provided forwarding / logistic support to O & G on and offshore development project
❑ Managed Heavy Lift and Out of Gauge Operations
❑ Contracted, negotiated and coordinated sub-contracts for Air, Sea and Ground Transportation
❑ Wrote contracts for and administered contracts for construction of two Ro-Ro Barges and River Jetty Facility for HL & OOG Ops
❑ Managed river dredging operations
❑ Defined, optimized and implemented area standard operational processes in cooperation with Area Operation Manager
❑ Responsible for Business Development and Contract Management
❑ Implemented area standard operational Quality Assurance processes
❑ Ensured customer retention and customer satisfaction
❑ Monitored business unit performance on operational excellence and initiated corrective measures
❑ Assured operational excellence within area of responsibility
❑ Assured appropriate staffing and training
❑ Assured the correct and full use of operation enabling applications
❑ Represented the Area Manager in the Business Unit (i.E. Union Interface, Worksafety……..)
❑ Coordinated local cross-functional issues/conflicts together with Area Manager, Area Functions and Business Unit Functions
❑ Represented the Business Unit towards internal and external governmental organizations
❑ Provided leadership that promotes trust, cooperation and high levels of performance within Business Unit and ensured social cohesion
❑ Managed and resolved local disciplinary issues and conflicts
❑ Safeguarded fixed assets
❑ Managed office administration activities and Infrastructure
❑ Appointed and managed Office Responsible in geographic locations assigned to the Business Unit. (i.E. Airport - City office)
❑ Informed superior and subordinates continuously and in good time of occurrences within scope of responsibility
❑ Managed Onshore and Offshore Operations - North Caspian
❑ Responsible in dual role for all HSE Risk Analysis and Loss Prevention Management Processes and development & implementation of QMS.

AEC Ecuador - Petrochemical Production Facility 2002-2004
Senior Project Director
1.       Capital value of the whole project - $850Mil +
Projects included: New Camp Construction, New Tank Farm (LAST), New Sales Line & Booster Pumps for Loading Terminal, Metering Skid design and installation at CPF and Loading Terminal, New build CCGT Power Generation Plant and new Satellite LNG Production Facility 25MMcfd including offshore Dredging Operations.

2.       Capital value of the projects responsible and accountable for:
Responsible for total Capex $850Mil +
Responsible for Installation & Commissioning Opex $150Mil
3.       Number of staff managed:
130 total project team direct reports plus I&C teams of approximately another 75 personnel.
4.       Position in Hierarchy:
I was Senior Project Manager reporting to the VP Operations, South America. I had full responsibility and accountability for project delivery and budget from concept through to construction and commissioning of the project lifecycle.
❑ Crisis Management Team Leader
❑ Pipeline design, engineering and execution
❑ Offshore modules, design engineering and execution
❑ Wrote, negotiated and managed Construction Contracts and Monitored KPI for both Corporate and Sub-Contractors
❑ Prepared, implemented and modified Project Budgets, Schedules, Manpower and Materials Requirements
❑ Managed the Project Teams including: E & I Engineers, Draughtsman / Design Engineers, Production Department, QA/QC Department, Construction Department, Contracts & Legal Departments and Process Engineers
❑ Developed and implemented “Security Business Continuity Plans”
❑ Contracts review and negotiation with suppliers to achieve savings and appropriate service levels
❑ Reviewed and approved project designs, awarded sub-contracts and managed project execution through commissioning processes
❑ Managed vessel and dive operations at Loading Terminal
❑ Reviewed project procurement contracts
❑ Coordinated contract compliance, change orders, and problem resolution in conformance with international and local contract law
❑ Ensured that all legal contract requirements are met in consultation with legal department
❑ Managed relationships with internal and external contacts to ensure optimal team performance
❑ Made recommendations designed to reduce costs, updаtеsystems, and provide environmentally approved materials and services
❑ Managed supply chain logistics
❑ Established procurement and logistics contracts, processes and procedures including Quality Management systems
❑ Coached and mentored staff on technical issues
❑ Developed Critical Task Inventory and Analysis for Field Ops
❑ Defined, optimize and implement area standard operational processes in cooperation with Area Operation Manager
❑ Performed ISO 14001 and ISO 9001 preliminary audits and assessments for certification initiative and implemented QMS processes/procedures required to obtain certification
❑ Performed Risk Analyses and Assessments and implemented required change management processes to ensure compliance with international standards
❑ Monitored HSE performance on operational excellence and initiated corrective measures
❑ Implemented Quality Assurance Management System (JDE software)

Nexen Inc Yemen 2000-2002
Senior Project Director
260,000 bpd crude oil operation (CPF & Marine Terminal / On & Offshore Operations)
1.       Capital value of the whole project - $1.2Billion
New Operations Camp Construction, CPF Expansion, Pipeline and CCGT Power Plant Expansions, Metering Systems Installation at CPF, Booster Pump Station 4 on MOL (Main Oil Line) to Marine Terminal and Marine Terminal Sales Line for offshore loading at SPM, Jetty Dredging Operations, designed new and modified existing LAST Farm (Large Atmospheric Storage Tank) fire protection systems Marine Terminal and CPF fire system upgrades

2.       Capital value of the projects responsible and accountable for:
Responsible for total Capex $1.2Billion
Responsible for Installation & Commissioning Opex $200Mil
3.       Number of staff managed:
200 total over 6 project teams including I&C Teams
4.       Position in Hierarchy:
I was Senior Project Manager reporting to the VP Operations, Yemen. I had full responsibility and accountability for project delivery, concept, design and build and budgets.
❑ Prepared, implemented and modified Project Budgets, Schedules, Manpower and Materials Requirements
❑ Managed the Project Teams including: E & I Engineers, Draughtsman / Design Engineers, Production Department, QA/QC Department, Construction Department, Contracts & Legal Departments and Process Engineers
❑ Responsible for the development and writing of Safe Work Practices and Procedures for Projects
❑ Responsible for Loss Control Management – Production Expansion, Pipeline and Power Plant Expansions.
❑ Managed QMS processes at Marine Terminal.
❑ Incident/accident investigation team leader.
❑ Pipeline design engineering and construction.
❑ Manager Emergency Response Team.
❑ Established Corporate Country Security policy and procedures and implementation of same.
❑ Approved all new procedures for expansion work.
❑ Oversaw Safe Work Permit system and issue Variances as required.
❑ Environmental Management – Oversaw Environmental Mitigation on new project locations.
❑ Managed On/Offshore Marine Terminal Operations and Loadout including vessel and all dive integrity management and maintenance operations for PLEM and SPM
❑ Managed Jetty Dredging operations
❑ Offshore module design, engineering and execution
❑ KPI development, auditing and assessments
❑ National Employee “Independent Development Program” writing, implementation and progress evaluations.

Talisman Energy Inc 1998-2000

Secondment to GNPOC, Sudan – Senior Project Director
1.       Capital value of the whole project - $500Mil +
Responsible for the development of Project Management Systems for 230,000 bpd oil field operation including pipeline process design and engineering and CCGT power plant expansion program.
2.       Capital value of the projects responsible and accountable for:
Responsible for total Capex $500Mil +
Responsible for Installation & Commissioning Opex $100Mil
3.       Number of staff managed:
150 total project teams including site I&C teams plus at peak project activities over 2000 contractor personnel.
4.       Position in Hierarchy:
Top of the Project Management Team reporting to the in country Asset Manager. I had full responsibility and accountability for project delivery, concept, design and build and budgets.
❑ Prepared, implemented and modified Project Budgets, Schedules, Manpower and Materials Requirements.
❑ Managed 4 Project Management Teams in addition to writing, negotiating and administering and managing all contract and sub-contraction construction services.
❑ Work site included 5 field processing facilities, 1 central processing facility, 5 drilling rigs, 3 service rigs and over 100 well site installations.
❑ Land Seismic Acquisition Management – 2D, 3D and 3C, dynamite and vibroseis.
❑ Developed, Implemented and ensured compliance with Quality Management System for drilling operations and project activities.
❑ Managed Metering Skid design and construction at FPFs and CPF
❑ Construction of new 800 man camp and production facility logistical requirements
❑ Aviation audits for 2 airstrips.
❑ Incident/accident investigation.
❑ Compiled monthly statistics.
❑ Chaired departmental monthly safety meetings
❑ Developed fire brigade, fire systems and advanced training in structural and petroleum based fires
❑ Designed new and modified existing LAST (Large Atmospheric Storage Tank) fire protection systems and CPF & FPF fire system upgrades
❑ Team Leader of local Emergency Planning Group.
❑ Developed safe work procedures and policies as related to international standards.
❑ Monitor and audit safe work permit system also redesign of same.
❑ Perform monthly planned inspections and audits.
❑ Environmental Management – Developed produced water diversion project and oil skimming from evaporation ponds.
❑ Developed and maintain loss control database.
❑ Liaison with Government, national security and military, identifying operational exposure and liabilities

Tulsa Management Ltd (Russia & Kazakhstan) 1995-1998

Country And Operations Director
1.       Capital value of the whole project - $850Mil +
Projects included new 6000 man Camp & Facilities, LNG production facilities 50MMcfd, plant turnaround, CHCP Co-Generation Power Plant, utilities infrastructure new builds and modifications of existing, pipeline expansion with installation of pumping stations and metering skids. New road construction servicing Greenfield and Brownfield projects.
2.       Capital value of the projects responsible and accountable for:
Responsible for total Capex $850Mil +
Responsible for country Opex $150Mil
3.       Number of staff managed:
200 total direct project teams with additional 1500 contractor personnel.
4.       Position in Hierarchy:
I had full Project and Operations Management responsibility for all country assets, reporting to the consortium Joint Board of Directors. I had full responsibility and accountability for project, concept, design and delivery including budgets.

❑ Responsible for the development and writing of Safe Work Practices and Procedures
❑ Responsible for Loss Control Management and Project Construction Schedules – Production Facilities, Power Plant Expansions, numerous Pipeline Projects.
❑ Managed all land seismic operations – survey, drilling, acquisition.
❑ Wrote PSA Agreements for client/state E&Ps and all sub-contracts for construction and service providers. Administered and managed same.
❑ Prepare, implement and modify Project Budgets, Schedules, Manpower and Materials Requirements.
❑ Managed in oversight role country procurement and logistics requirements
❑ Managed all in country operations on a variety of Oil & Gas related projects.
❑ Incident/accident investigation team leader.
❑ Compile monthly statistics.
❑ Manager Emergency Response Team.
❑ Established Corporate Country Security policy and procedures and implementation of same.
❑ Oversee Medical Services.
❑ Approve all new procedures for expansion work.
❑ Oversee Safe Work Permit system and issue Variances as required.
❑ Perform monthly planned inspections and audits.
❑ Environmental Management – Oversee Environmental Mitigation on new project locations.
❑ Managed Operations and Quality Management Systems.
❑ KPI development, auditing and assessments
❑ National Employee “Independent Development Program” writing, implementation and progress evaluations.

Triune International – Engineering Consultancy 1986-1995

Owner/President – Business Management (16 Consultants)
1.       Capital value of the whole project
Total projects on the books that our consultants were overseeing approximate value of $400Mil
2.       Capital value of the projects responsible and accountable for:
Responsible for total Capex $400Mil

3.       Number of staff managed:
16 consultants working on a variety of projects worldwide plus office admin staff of 6 based in Calgary, Alberta, Canada.
4.       Position in Hierarchy:
As primary owner of the Company, I had full responsibility and accountability contractually to our clients for project lifecycle delivery.
Clients Worked
Occidental, BP, Ecopetrol, PetroCanada, Talisman, AEC, Chevron, Brown & Root, Nabors Drilling, Texaco, Halliburton, Vertias DGC, PEMEX, Kuwait Oil Corp., TCPL, Bechtel and British Gas. Additional short term contracts for various other mining and oil & gas corporations.
❑ Most notable project was engineering and construction installation of offshore modules for FPSO – North Dome Project, Qatar – Occidental Petroleum

PROFESSIONAL ASSOCIATES AND AWARDS:
Member - Society of Petroleum Engineers
CAPP (Canadian Association of Petroleum Producers) – Process Safety Engineering Committee, Working committee on Crisis Intervention and Management
OGP – Offshore Structures Committee – Moorings Task Force
Grant MacEwan Community College - Commercial & Contract Development
- Project Cost Control & Budgeting
- Oil & Gas Project Management

Alberta Construction Safety Association - Leadership in Safety Excellence
- Safety Program Development
- Inspections and Audits
- WHMIS – Instructor
- TDG – Instructor

Canada Safety Council - ATV Instructor

DNV - Leadership in Total Loss Control Management
- ISO 14001 Audit Preparation
- ISO 9000/9001 Audit Preparation
- Crisis Management
- Confined Space Entry – and Rescue
- H2S Alive
- SCBA
- Process Hazard Analysis
- HR Management Systems
- Fire Fighting Advanced (levels I,II and III)
- Petroleum Based Fire Protection System Design
- Structural Petroleum Base Fires
- Offshore Survival – NSMS
- High Angle Rescue
- Off-road Defensive Driving
- QA/QC Management Systems -