Mar 2025 – Present · 1 yr

Oct 2021 – Apr 2025 · 3 yrs 6 mos

• End-to-end accountability across the IT lifecycle and Digital investments for Shell's Sulphur and Bitumen businesses - from strategy definition, project/product delivery, architecture, IT/Cyber Security through to ongoing support/maintenance.
• Work in partnership with Bitumen & Sulphur leadership teams to understand business ambitions, translate these into capabilities and ultimately drive value with market leading IT and Digital solutions.
• Leading a global natural team of 30+ to drive Shell’s Net Zero ambitions and support a combined integrated annual business plan of ~$531M
• As part of the data strategy, driving strong partnerships with functional partners to deepen data capability beyond business IT – Continuous improvement with IT Engineering; Fostered DevSecOps capability to enable continuous development/deployment with Operations.
• Introduced cross business initiatives to rationalise and drive synergies on horizontal activities – MI reporting and AI capabilities.
• Established an IT Investment Board for each business, to ensure steer, support, and value-based decisions for IT investments are completed.

Jan 2019 – Sep 2021 · 2 yrs 8 mos

• Was responsible for E2E delivery for IT Products/Projects across Lubricant’s Marketing and Technical Services Portfolios, supporting Shell Lubricant's B2B and B2C digital transformation journey.
• Led the successful delivery of over 15 Digital initiatives, amounting to approximately $8 million in IT investments.
• Managed a global team of 5 product managers and an indirect delivery team of 30+ IT resources.
• Was responsible for providing an integrated portfolio approach across a fragmented and matrix stakeholder environment. Ensuring strategic alignment across different senior stakeholder groups (VP,GM) and conflicting business priorities.
• Managed all aspects of daily product portfolio issues and risks across my product line, including escalations, delivery impediments, budgets/finance, resourcing, prioritisation decisions, conflict resolutions, etc.
• Developed budgets & ROI forecasts - and consistently track the progress at both product and portfolio levels against target, whilst monitoring progress & customer satisfaction
• Drove rigour through investment discipline across the product lifecycle and championed use of product data and aggregated product line insights (such as monthly cost plans and latest estimates vs. approved budge, etc.) across respective product roadmaps through available tools (e.g. SNOW, Spotfire, PPM, etc.)
• Aligning with key stakeholders in the Marketing, Digital Ventures & IT teams and leveraging business & technology synergies and data across the product line, defined and shaped Shell’s future B2B Digital Services Hub strategy.

Jan 2016 – Dec 2018 · 2 yrs 11 mos

• Led a team of six Business Analysts responsible for the BA activities on IT projects within Shell Energy.
• Served as lead BA for the SEE Power Strategy programme. My role involved effectively leading diverse requirements elicitation activities in a dynamic and demanding environment. Working closely with Traders and the Power Ops team, I played a pivotal role in shaping requirements for essential tools such as 'Forecast & Actuals Uploader Tool', 'Imbalance Management', 'EDT Link', and '247 Trading'.
• In the Global Carbon Project, I played a pivotal role in facilitating the management and optimization of carbon and environmental product exposures across the company's assets within the same ETRM system (Aligne), enabling global oversight of position management, consistent risk metrics, and effective cash and working capital management. Additionally, I often double-hatted as the Project Manager, showcasing my versatility and commitment to the project's success.
• Additionally was involved other strategic initiatives including Portfolio Management Prioritization, Shell Energy IT Portfolio Strategic Review, London IT Transformation Focus Group.

Nov 2013 – Dec 2015 · 2 yrs 1 mo