Maintenance of a new build sweetening plant and gas compression train with direct well feed from 18 wells.

The post required twin hats/ Construction Management and Maintenance:

• Developing, leading and mentoring a large multi-disciplinary team with technical knowledge and support of the disciplines and their activities, Primary target to implement CMMS using SAP under development from the build completion to commissioning startup and handover.
• Accurately identifying the clients’ key requirements.
• Creating effective, informed and highly motivated teams focused on the PMs for the maintenance along with managing CMs.
• Planning maintenance programs and prioritising work within a schedule.
• Financial planning for the long lead spares, resolving current and future, unforeseen maintenance needs.
• Negotiating contracts with suppliers and vendors that were dealt with by HQ procuerment.
• Developing and actioning maintenance workflow processes, procedures and systems developing a management control system.

My duties as site Manager were to set up the main site at Leeds for the erection of the major bridge in addition they were 22 other bridges, the main bridge crossed a road a river and a cannal, the call off   the bridge sections were made to head office the bridge girders were plate girder construction on inspection we found that there were some discrepancies with the original design this meant we had to carry out the rework on site with additional welders fabricators and bridge erectors, at the same time the the other 22 bridges had to undergo the same remedial works had to be performed inline with the schedule after the completion and acceptance I was relocated to a bridge maintenance project at Manchester that included changing bearing and slip plates and strengthening of members across the structure of the bridge.

Working as a consultant for the asset owner overseeing the project scopes and liaising with the class society both in yard fabrication facilities or on location.

Guiding and advising the builder of documents and inspections that will need class approval for all related scopes on equipment and upgrades that would include lifesaving equipment, accommodation extensions, Black box to refit, steel replacement works along with piping systems, all E&I works, leg ups and leg downs, leg and rack repair works. Helideck upgrades, and full upgrades to increase the VDL, on all types of MODU in all locations around the globe and on location, that range from Europe to the Far East and the Gulf of Mexico, ensuring that the builder has the right certification and the right expertise for the task.

The role involved:

• Stakeholder engagement, involving senior stakeholders.
• Managing project teams, both external and internal, contractors and suppliers.
• Training, advising and mentoring the workforce to instill enthusiasm for the project, health and safety practices and expectations.
• Project communications, attending the kick-off meetings, project board meetings and communication plans.
• Advise the owner of any issues that may affect his asset or failure to deliver the contracted deliverables.  

This role required the development of the company facilities providing expertise and knowledge on what works and how this can be implemented. Top Oilfield at this stage was a growing oilfield services company which had been trading for thirty years however the off-shore services were relatively new and lacked expertise with five yards, three hundred direct employees and venturing into asset management and rig upgrades this was a challenging and rewarding position.

The role included:

• Developing the company position in the market with a vision to become a first class contractor of choice in the Middle East and India with a bespoke product.
• Continue the high standard of HSE culture into the new business stream as there existing business had developed.                                  
• Cultivating relations with further yards thus growing alliances to the benefit of all parties’. Specifically South India where an MOU with West Indian Shipyard was in place.    
• Negotiations, with owners on ITT for up and coming projects.        
• Systemisation and setting up of processes, procedures and the implementation of clear sep by step operation manual for the yards to work to.                                    
• Recruitment, employment and assessment of high-level employees to bring additional skills and knowledge, to enhance the company ability in this division.
• Setting operation cost for the facilities, schedule and productivity KPIs
• Enabling teams to consistently provide contract deliverables.
• Creating productive, positive internal and external client relationships.                                                                                            
• Teach, mentor and develop a culture of transparency, where whistle blowing is normal practice to improve service and used to build a better system eradicating the ‘blame culture’

Creating a philosophy of truth where clients are given facts based on solid data and where mistakes are identified and costs projected and agreed upon prior to work commencement.

At the onset of this post the company were working on a challenging project, with three smaller projects running shoulder to shoulder.

The Beynouna rig was the main focus for the company at this time. This was a Baker Marines Rig owned by National Drilling Company, which required a mayor upgrade and total re-fit. Part of my role was to improve outcomes for this project as at the time of my recruitment it was in excess of eighteen months over project schedule and lacking clear milestones, reports or tracking. The project made up significant time.

During this role my responsibilities included:

• Liaison with the proposals department during the bidding process to develop execution strategies and input the bidding process.
• Developing and enhancing the construction team’s capabilities.
• Ensure timely mobilization of resources to adequately managing new projects.
• Making improvements to systems and process, ensuring that project managers were meeting their respective targets and instigating corrective action when necessary.
• Maintaining and building customer relations.
• Driving change to improve the financial performance of the facility’s value stream.
• Managing warranty and reworks and receivables
• Handling multiple projects and demands whilst keeping a positive and result focussed attitude toward clients, sub-contractors and other employees.
• Reporting directly to the executive vice president of the group.
• Working with sponsors, stakeholders, and solution providers

Within the first few months of my post commencing there was a corporate takeover by Lamprell of MIS and as I had positive relationships’ with the SMT on both sides and was familiar with Lamprell work ethic I was assigned to assist with the handover to Lamprell including:

1. Stakeholder familiarization and introductions
2. Documentation, of all ongoing projects and bids to date.
3. Resource hand over and introductions and identifying and initiating training needs to implement Lamprell process.
4. Asset handover and registration.
5. Risk Registers
6. P&L updates

Employed by Lamprell in a position of Project Manager to manage the refurbishment the larger fabrication projects in their Sharjah facility. Managing the following projects for upgrade and refurbishments:

My Role encompassed the following:

• Co-ordination of PMT and necessary manpower, equipment and support to complete project as planned along with project scope review.
• Liaison with client/stakeholder, subcontractors, project staff, and internal management.
• Initiating, organising, chairing and recording project progress meetings and other project and department meetings.
• Responsibility for ensuring cost control and budgets of the projects were as they were set out to be.
• Control and Monitoring of base line planning and their after schedules, engineering deliverables, supply chain deliveries.
• Assisting clients with change orders scopes RFQs and RFCs for approval.
• Arranging specialist service contractors at the client’s request.

• Part of a large team that had been tasked with reactivating the oilfields facility’s in Southern Iraq in North and South Rumaila working with the US core of engineers and KBR for SOC.
• Prioritising the water injection plant in Basra Quormet Ali requiring a total rebuild with temporary power generation from gas turbine units in cooperation with SOC too get the oil fields back in to operation at an acceptable  production level until stability of the region was resolved.
• Successfully opened a training school in Basra for all mechanical, electrical, piping and welding fabrication with the support of the community, updating skills of professionals and retraining of students who had passion and no direction from Basra to develop and extend their skills to a level that is required in the oil field for maintenance and development.

• Main responsibilities, the take over of a private oil refinery to a government owned facility, the facility and the procedures and processes were out of date and in need of  improvement through a team of involvement that required
• training and education on specific tasks, safety issues and other company-related functions and control measures across the structure and the implementation of a CMMS system SAP.
• Responsible for maintaining adequate supply of supplies and materials. Assured proper maintenance of equipment, tools and housekeeping.
• Ensured planned KPI’s of efficiency and performance were met or exceeded.
• Ensured implementation and evolution of health and safety procedure.
• Implemented and drove continuous improvement activities through implementation of change management process and best practices.
• Ensured that products are produced on time and are of good quality
• Managed production budgets
• Carried out site inspections and introduced audits and actions to ensure the end products & installation were fit for purpose and up to international standards to be able to trade on the world market.

• Site based on power stations, nuclear and coal fired and refinerys as the Site Supervisor in Construction specializing in the mechanical area.
• Experience in various types of facilities, both new constructions and in shutdown status and repair while in operation.
• Layout, design and analysis, preparation of permits drawings and mateirals review, team leadership and management of the subcontractors’, internal and external meetings, technical support, coordination and field inspection of projects.
• Managing mechanical structural and piping teams from start to completion to commissioning to handover along with any coatings cleaning or pasavasision. 

Demonstrated a track record of delivering the structural erection of a cement plant from green field to production in total 22000 tons of steel and equipment, with very limited local experience that had to be mentored and trained on how to tighten bolts how to load trucks how to plan the loads in sequence for the build all in the construction process, this had to be one of the most challenging projects with the best untrained willing to learn go the extra mile people i have ever had the pleasure of working with, even today this would be a challenge for any company,   

My duties as site Manager were to set up the main site at Leeds for the erection of the major bridge in addition they were 22 other bridges, the main bridge crossed a road a river and a cannal, the call off   the bridge sections were made to head office the bridge girders were plate girder construction on inspection we found that there were some discrepancies with the original design this meant we had to carry out the rework on site with additional welders fabricators and bridge erectors, at the same time the the other 22 bridges had to undergo the same remedial works had to be performed inline with the schedule after the completion and acceptance I was relocated to a bridge maintenance project at Manchester that included changing bearing and slip plates and strengthening of members across the structure of the bridge.