My skills can be grouped into three main categories: Corporate Skills - I have been a leader within the geophysical industry for 30+ years. During that time I performed a number of corporate roles. This included managing the M&A strategy for the company and being responsible for the acquisition of six different companies and successfully integrating them. I believe that I can add value if you are looking to add to your company via acquisition. I also managed all global license transfer settlements for the company which netted hundreds of millions of dollars. I may be able to help you with similar complex negotiations. Last, I managed the company's Investor Relations program in the US for 8 years. I may be able to provide value here if you are considering going public with your company. Business Management & Leadership - During my career I managed business units involved in the creation of geophysical and geological data and the licensing of same. My technical and business degrees were critical assets for this job. The roles covered the gamut from operational issues to sales and marketing to business strategy. Thus, if you are trying to start a business, especially if oil and gas services related, I may be able to provide guidance. Big Data & Analytics Strategy and Business Development - Over the last 3 years I have been intensely focused in this arena. I was chosen to build a business unit for my company to take the company's extensive data sets into the Cloud and to begin realizing the benefits of data analytics at scale. This job involved analysis of the technology available, the investment of millions of dollars in hardware/services, the hiring of our own data science and development team, and the development of business strategies to leverage our new capabilities. Since I retired from my full time job, I have provided guidance to smaller companies trying to do similar projects and/or trying to get their AI technology introduced into the oil and gas industry. I may be able to add value to your company if you are in a similar position.
Many companies are organized poorly. This often leads to silo mentality and focus on division results instead of corporate. It can also lead to inefficient distribution of budget funds, manpower and an “us vs them” attitude within divisions. And, it completely negates the ability to implement the triangle relationship and effective performance management outlined above. I've been through several reorganizations. I managed the integration of three separate downstream entities merging to one in Russia. And as CEO of Rompetrol I oversaw a complete reorganization of the company from approximately 40 separate legal entities into four business units.
Case 1: Building competitiveness via taking care of the customer My first decade in GE was spent largely serving 1 client, Southern Nuclear, an electric utility in the Southeast United States. In 1997, Jack Welch rolled out the six-sigma program and I was one of the first Black Belts (a term used for process improvement experts). At that time, the average nuclear plant lost $1million / day in revenue when shut down for maintenance, not counting maintenance cost. The average duration of maintenance was 45-60 days. So, a focused effort was made to pull together as a USA team (we largely operated as independent districts at the time) and partner with customers for real cycle time improvement without risking safety or quality. As the black belt, I reached out to every project manager to solicit their participation, we reviewed the goals of our customer (cycle reduction) and the goals of the company (stay competitive). We compared scope, schedules and budgets and learned that the average duration varied from 35 to 55 days. Why? Initial feedback was that every plant was different and that drove the variance. But upon analysis and discussion, we found that every plant had common units (high pressure section, low pressure section, stop valves, control valves, etc.) and upon examining each least common denominator, we found some interesting success factors. Some teams were better trained as they had repeat maintenance crews each year, some teams had better tools that were faster and safer, some teams had fixtures that allowed for disassembly faster with less clean up. Over the next several years, teams competed in a healthy manner to employ these various methods and gradually, the average duration moved to and below the 30-day mark. This not only saved the customer money but also reduce radiation exposure to certain employees (these were nuclear plants). The progress made was not via advanced statics (although six-sigma does offer that capability). Basic tools were used comprised of communication, collaboration on common goals, process mapping and logical problem solving. The same approach can be used in financial, “back office”, technical and customer service areas. Case 2: Growing the business in a phased approach My second generation in GE was spent largely focused on downstream oil / gas integrating and operating a series of acquisitions. While the companies varied in focus from vibration monitoring, to controls solutions, to temperature / flow / pressure measurement, to non-destructive test, the challenge was similar. Very innovative companies with great technology had grown to a point and were limited by their business processes and inability to scale. Teams were very customer centric and technical astute but did not have a repeatable process to transfer knowledge that enabled quality and productivity no matter where the work was done nor by who. As the service leader, first steps were to assure safety of the team, building and delivering the proper training and tools. The next focus was on quality. As these teams were global, customers and the company deserved to have the same caliber of work performed anywhere around the world. A global technical training and mentoring program was put in place that not only build that technical foundation, but also built a reputation with the customers that enhanced the brand and enabled price. Third was a focus on business acumen. Many of the upcoming leaders were promoted for their time in service or technical skills, not business skills. Good folks, but they just didn’t know how to build a business plan, manage financial risk or assess the health of the business. But over time, with coaching and accountability, they built their operating or sales business skills to the point of achieving double digit growth year / year and a global business of +$500 million. Teams were from North America, Latin America, Europe, Africa, Middle East, Asia and China. Today, many of those leaders can be seen in executive leadership roles running businesses of their own. Case 3: Building the talent pipeline More recently in 2014, I took at assignment with upstream oil / gas in Aberdeen, Scotland where, as part of our charter, we supported offshore oil activities along the West Coast of Africa. Upstream oil / gas has relied on expats, largely from USA or Europe, to operate offshore platforms and support bases. But a key requirement from the customer and the host country of Ghana was the utilization of local talent. This meant that local persons, who had no experience in oil field services, had to be trained on safety, quality, technical and business culture. Often, localization requirements were met in concept but not reality, by hiring 2 janitors for every 1 expat oil worker, but this does not meet the spirit of the exercise. As we built plans for the shore base (speaking to local real estate personnel, engineering contractors and government officials), we also spoke to local high schools and trade schools about the talent available and how we build a program quickly. We partnered with a local school to put a curriculum together and using expat instructors, began the training and certification program while civil construction began (civil works were done by local personnel). Standards in safety, quality, work processes were different, and it took effective communication, collaboration and goal setting with local community leaders to reach a common approach that maintained high standards without causing any negative messaging. Gradually, local persons were hired and over time they transitioned from the minority of employees to the majority until all the persons including the shore base manager are local Ghanaian citizens. This is great for the country and local community, as it is building economic growth. It is great for the company, as local persons are more cost effective than expats on premiums. And it is great for the customer, as these persons have more longevity and continuity for consistent work overtime.
Through my career, I have joined organizations in startup status as well as in desperate need of defining avenues to grow the business within or outside core market space. As part of the development process key opportunities as well as resource requirements were defined and a strategy developed to successfully set off on this journey of growth.
One definition: “FACTA NON VERBA!” Over 20 years of experience in the field of Banking, Insurance, Finance, Investment, Construction, Transportation, Logistics, Sustainability and Environmental Waste Management, Developing and Engineering State of Art Multi-Purpose Recycling Projects in addition to numerous Projects across a broad range of sectors around Europe (Italy) and Middle East (Dubai, United Arab Emirates) including Oil & Gas and Water Desalination, Aviation - Helicopters on the SAR-Search and Rescue Field. Founder, Chairman and CEO and Advisory Board Member for several Ventures in different geographical areas including Europe, Middle East and Americas acting as Principal/Decision Maker, Advisory and Mentor for Leadership Teams driving them through Strategic Decisions. Proven Experience related to Corporate Sustainability Management and Vision; Keen proven interest in the Principles of Sustainability, and how it can be embedded into Design, Businesses, Communities and Government Policies. Personal skills related to the above-mentioned fields including: analytical thinking, identification of key risks and opportunities, professional report writing based on a trustworthy, transparent and honest manner. During my career I have liaised, communicated and managed relationships with many external stakeholders, including Regulators, Owners, Operators, Banks and Lending Institutions in addition to External Consultants. This requires the ability to present complex issues in a simple way articulated to different audiences both within and outside an Organization/Team. As well as my technical experience in the field of Sustainability and Environmental Management, I have also gained experience and skills in Business Development, Managing and Building Teams; I have worked within multidisciplinary teams and I understand the importance of team dynamics. My experience and expertise have been gained across a broad range of industries including: • General Procurement; • General Trading; • Power Energy / Renewable; • Infrastructure; • Waste Management; • Green Buildings; • Due Diligence and Acquisition; • Business Development; • Shareholder Management; • International Experience; • General Land Transportation in the Construction and Earthmoving fields; • Banking / Investments; • Auctions; • Aviation - Helicopters SAR / HEMS.