Feb 2022 – Present · 4 yrs 1 mo · United Kingdom · Hybrid

• Certified coach, helping senior executives and MBA students to transform their careers, their personal performance and the performance of their businesses. Also a management consultant, helping international businesses transform their operations, HSE and technical performance.
• www.savitas.co.uk

Sep 2019 – Mar 2022 · 2 yrs 6 mos · Manchester, United Kingdom

• In this role I demonstrated strong leadership, consulting and coaching capabilities: providing advice and oversight tailored to the needs of clients within the Oil and Gas, Chemicals, LNG, Pipelines and Utility sectors: playing an integral part in increasing operational effectiveness, and transforming systems and structures, with a key emphasis on HSE & ESG strategies.
• I provide expert executive coaching services: improving production levels by removing non-value added activities, and conducting advanced operational studies.

Feb 2019 – Jan 2020 · 11 mos · Chester, United Kingdom

• Provided bespoke operations and HSE leadership, technical advice and coaching tailored to client needs. Specialised in the Oil, Gas, Utilities and Chemicals sectors, Savitas has supported numerous clients across the globe; transforming their organisational effectiveness, leadership capability and risk management performance
• www.savitasconsulting.com

Jul 2017 – Jan 2019 · 1 yr 6 mos · United Kingdom

• Responsible for P&L £16M, Headcount 96 FTE
• Member of the Regional and Executive Leadership Team.
• Seized the mandate to increase revenues and profitability in 2018 through shrewd alliances, cost control and a shift in company focus with key clients Northern Gas Networks, National Grid, Essar, ENI, BP, Exxon Mobil and Centrica.
• Critically assessed market direction and needs, aligned the service proposition and capabilities to client expectations.
• Re-developed the value proposition to a client led focus which gave clarity and direction. Increased Team competences through the delivery of a consulting course to improve 'farming' of work from clients and embed the new strategy.
• Successfully led the implementation of an organisational change in the asset management business to make it operations-centric, giving people more focus, increasing profitability of underperforming contracts and improving efficiency (failed jobs reduced by 38% in 7 months).
• Developed capability through recruitment and alignment of PDPs with business and client needs.
• Delivered cost-effectively through a variety of methods including: shared learning, mentoring and on the job training.
• Recruited to transform a weak Integrity Consulting Department and develop a cohesive Consulting Operating Model to support the strategic objectives.
• Reduced attrition through transparent communication, re-energised engagement and monthly team briefs and resourcing meetings.
• Identified key decision makers within key clients and built and developed strong, trusted relationships. Took part in industry working groups (UKOPA, IGEM, etc) to improve client engagement.
• Attended contract meetings. Identified and implemented improvements and opportunities to grow contracts.

Oct 2016 – Jul 2017 · 9 mos · Kuala Lumpur, Malaysia

• Successfully launched and led the digital HSE Consulting and Gas Industry practices within South East Asia.
• Role encompassed overall responsibility for the conception of a managed service proposition, capability and business development strategy.
• Rationale was to leverage a large project delivery with Petronas and to then build digital services to other key clients with a focus on improving their HSE performance. Analysed macrotrends and market needs, mapping to Accenture’s capabilities to establish a strategic goal for the service line, a value proposition and a roadmap for delivery.
• Provided thought leadership for innovative alliances and effectively facilitated business processes and barrier management blueprint development.
• Assessed and reviewed Health Safety and Environment ICT systems for a $27bn refinery of the future which was accepted by the Board of Directors. Gained engagement through the provision of a comprehensive assessment validated by a combination of industry benchmarks, track record and assessment criteria agreed with the client.

Apr 2014 – Sep 2016 · 2 yrs 5 mos

• Developed the regional tactical plan including macro and competitive environment analysis, service segmentation and promotion which provided the regional management team the strategic direction and actions needed to grow the Gas segment. Increased accountability and ownership to support growth of the country P&Ls.
• Launched a consulting unit to strengthen existing services (3.3mUSD revenue in 2015) while bringing capabilities from Europe to new clients in the region (0.6mUSD revenue growth).
• Increased revenue, EBITA and competences across the business and built a new team to strengthen areas of the gas value chain which were not covered by existing services.
• Led the sales team (alliance with Jacobs) to support Singapore with conversion from synthetic to natural gas.
• Managed an FSRU techno-commercial selection study for the Singapore Energy Market Authority
• Developed and delivered LNG technical and commercial courses including LNG bunkering and small-scale value chains.
• Chaired various LNG and Gas related conferences including Gastech seminars and the Indonesia Gas Summit.
• Chaired a HAZID for the world’s first LNG-fuelled container ship (Hyundai) and the world’s first LNG fueled semi-submersible crane vessel.
• Managed the design safety studies and chaired the HAZID for the world’s first LNG carrier to be converted to a floating liquefaction unit.
• Conducted a firewater study for LNG tanks in Indonesia and risk studies for LNG tanks in Brunei.
• Led strategic initiatives and new service propositions to reflect the combined capabilities across the organisation resulting from the merger between DNV and GL.
• Led the delivery of new services in the region such as techno-commercial feasibility, pipeline repair sleeve technology/service and gas metering calibration service line.

Aug 2011 – Mar 2014 · 2 yrs 7 mos

• Doubled revenue (6.8mUSD) and quadrupled EBITA in 2 years while significantly improving quality. Achieved by transforming the strategy and consequently winning landmark projects.
• Built a high performing, multicultural team, recruiting 17 engineers in 2 years while maintaining chargeability and significantly improving competence in the team which was measured through annual engagement surveys and client feedback. Successfully integrated the right mix of skills and managed the merger between DNV and GL risk teams which bolstered the team by 8 highly experienced individuals to take it a full headcount responsibility of 28.
• Positioned DNV as a thought leader through delivery of joint industry projects, numerous conference presentations each year and development of global standards.
• Recognised expert in process safety, LNG operations and regulatory advice. Developed regulations for Brunei Darussalam. Trusted advisor to regional authorities.
• Led an award winning safety case, integrity management system and emergency plans for Singapore LNG.
• Benchmarked Korea’s largest refining company risk management system against Exxon, Shell and Chevron practices and developed a roadmap to become an industry leader in risk management.

Jan 2008 – Aug 2011 · 3 yrs 7 mos

• Det Norske Veritas, Manchester
• Managed consulting projects up to a value of $1.5m USD for a portfolio of clients including BP, Transocean, E.On and BHP Billiton to improve the way they manage risk, asset integrity and process safety.
• Regional key account manager for several clients. Implemented a highly targeted and effective relationship-based business development proposition. Generated 600kUSD annual sales from a new client through gaining deep understanding of the business issues. Recommended a method for performance improvement, validated by an audit and benchmarking exercise to gain engagement and initiate change across the organisation.
• Facilitated integrity management workshops for the C-Suite Executives tailored to specific audiences with an objective of creating a forum in which to provoke thinking about how best to manage major accident safety within their organisation. Explored strategies in which to gain stakeholders engagement.
• Led 3 major vendor due diligence exercises for petrochemical and offshore oil and gas assets. Presented independent analysis to relevant stakeholders including investment banks and companies buying/selling assets of the value of assets and any significant risks.
• Safety engineer for BP vessel transfers and platform integrity improvements including updates to 3 safety cases in the North Sea and Caspian Sea.
• Conducted a retrospective emergency response assessment for the Deepwater Horizon.

Sep 2005 – Dec 2007 · 2 yrs 3 mos · Talacre, Flintshire, United Kingdom

• A key member of the site management team, responsible for all operational engineering issues, modifications, improvement initiatives, engineering budgets, shutdown support and technical guidance on the gas terminal. Responsible for 4 technicians and optimisation of process plant. Deputised as Operations Superintendent and Terminal Manager, initiated a programme of process and reliability improvements, successfully managed an environmental permit application and led 7 incident investigations.

Mar 2005 – Jul 2005 · 4 mos

• Managed operations and development of four intermediate units with a combined capacity of 80,000 tons/year and 46 staff.
• Directed production activities to meet tight HSE, quality, cost and strategic targets.
• Developed and controlled operating (€2m) and CAPEX (€1.5m) budgets.

Sep 2003 – Sep 2005 · 2 yrs

• Generated business growth and saved £1m over 6 months by introducing a new oil additive process to an exiting batch reactor system.
• Secured a 20% increase in sales by resolving a long term product quality issue for a major pharmaceutical customer.
• Identified and managed HSE, quality and process improvement projects (up to £350k).
• Facilitated hazard studies (HAZOP, SWIFT, FMEA, etc) and safety audits and took part in SIL, COSHH and risk assessments.

Jan 2001 – Aug 2003 · 2 yrs 7 mos

• Transco LNG
• Controlled the safety management systems as an issuing authority and as incident controller.
• Successfully led a shift team on a top tier COMAH regulated LNG storage facility.
• Generated a 10% increase in throughput by successfully commissioning two cryogenic distillation columns and delivering associated training packages and operating procedures.

Jan 1999 – Jan 2001 · 2 yrs

Jan 1997 – Jan 1998 · 1 yr