Business Operations Consultant, ProBiz Consultancy Limited / Interim Managing Director of PX Engineering at PX Group, UK (2025-10 – Present)
Primary purpose within the "PX Engineering Business Unit" was to review this unit and return to profitability, deep dive into the commercial processes, models and behaviors. Enable winning new work, establishing a diverse and deeper pipeline of prospects & clients. The people's dimension of culture & behavior is a critical evaluation and development planning being core elements as a new strategy is forged.
Secondary purpose is for wider Integration across "PX Group" improving efficiency, profitability, and performance by analyzing current processes, identifying bottlenecks, and implementing strategic improvements. Which focuses on optimizing supply chains, workflows, and organizational structure, acting as the bridge between strategic goals and operational execution. Acting as the Interim Managing Director of PX Engineering, having the P&L accountability and Operational performance remit, this also provided the opportunity to implement recommendations from the deep dive reviews and really influence people & processes that make a difference.
- Developed strategy & enabled Growth, designing strategies to meet financial targets and increase market share.
- Leadership in directing sales, marketing, and execution teams to ensure aligned, customer-centric growth.
- Performance Management to Analyse sales data and market trends to optimize margins and improve business performance, delivery and client satisfaction.
- Collaboration, developing key strategic partnerships (internal & external) and maintaining client relationships.
- A wider collaboration within the group for integrated systems and people collaboration is a continuous improvement opportunity as the business growth is managed.
Project Director, GALP PEL-83, Subsea Integrated Alliance at OneSubsea, UK (2024-06 – 2025-04)
- Secured and progressed both Early Production System and Full Field Development studies by spearheading opportunity identification and strategic planning.
- Led end-to-end pursuit process includes technical and commercial evaluations, stakeholder alignment, and risk assessment.
- Captured prospects through engagement with key decision-makers, proposal development, and contract negotiations.
- Directed execution efforts, ensuring delivery of studies while maintaining quality standards and client satisfaction.
- Enable integration of cross-functional teams across Subsea Production Systems, Subsea Umbilical Riser Flowlines & Subsurface, within the JV Subsea Integrated Alliance (OneSubsea, Subsea7 & SLB).
Project Director, TOTAL Block 58, Subsea Production System at Aker Solutions, UK & Norway (2023-09 – 2024-06)
- Led pursuit, capture, and execution of opportunity, ensuring seamless coordination across technical, commercial, and operational teams.
- Managed tender clarifications and shaped execution strategy to secure stakeholder buy-in and support project success.
- Delivered pre-project Front-End Engineering Design (FEED) phase by year-end 2023, aligning with project milestones and client expectations.
- Advanced procurement of Long Lead Items through mid-2024 by proactively managing schedules, supplier engagement, and risk mitigation.
- Strategic positioning and pursuit of growth opportunities with clients for Subsea Integrated Alliance and SLB products & services.
Subsea Project Manager, AkerBP Yggdrasil, Subsea Facilities at Aker Solutions, Norway (2021-09 – 2023-09)
Delivered key milestones from DG2 through DG3 (IMPROVE phase) and initiated DG4 (EXECUTION phase) by leading subsea facilities delivery within AkerBP Subsea Alliance—an integrated partnership among AkerBP, Subsea7, and Aker Solutions. Drove value creation by leveraging AkerBP's operational expertise, Aker Solutions' product portfolio, and Subsea7's installation capabilities under a unified OneTeam approach guided by Lean principles.
- Achieved alignment of client objectives with stakeholder expectations by coordinating end-to-end project execution and providing strategic guidance across teams.
- Ensured on-time, on-budget delivery by applying Project Execution Model (PEM), controlling financials, and maintaining contractual compliance.
- Acted as appointed regional representative with full authority to manage and represent project interests as defined in Project Charter.
- Fostered a culture of quality, safety (QHSSSE), and performance by promoting commercial awareness, accountability, and continuous improvement.
- Embed, enable and foster the adoption of digital and transformational tools delivering added value in process efficiency and cost.
Transformation Director, Performance & Transformation at Aker Solutions, UK & Norway (2020-12 – 2021-09)
Accelerated enterprise-wide transformation following Aker Solutions–Kvaerner merger by enforcing a unified strategy to eliminate systemic barriers and align with company's 2030 vision. Enabled cultural and operational change through "Simple & Lean" mindset, digital innovation, and agile practices across functions and business segments.
- Enabled organisation-wide behavioral and operational shift by leading execution of large-scale transformation initiatives and enforcing strategic change management frameworks.
- Increased cross-functional efficiency by establishing and driving a transformation roadmap, aligning initiatives with enterprise goals, and removing implementation roadblocks.
- Advanced a global culture of continuous learning and agile mindset by building a knowledge-sharing network across segments and embedding best practices.
- Amplified adoption of new Digital tools and processes by coordinating EMPOWR and base organisation support, streamlining training, communication, and system integration.
- Delivered a scalable, digital-first Project Execution Model (PEM) that improved collaboration, integrity, and daily execution across EPCMa value chain.
- Acted as a transformation catalyst by challenging traditional workflows and introducing modern, tech-driven, and people-centered ways of working.
Project Director, CNOOC Lingshui, Subsea Production System at Aker Solutions, Malaysia & China (2018-12 – 2020-12)
Appointed to direct high-stakes CNOOC Lingshui project amid a transition into a Quality & Continuous Improvement function, following an on-ground business and project assessment in Malaysia. Delivered under extreme challenges, including a demanding client, cultural complexities, and pandemic-related restrictions.
- Overcame significant cultural and communication barriers by adapting leadership style to align with master-management approach of Chinese state-owned client (CNOOC), ensuring effective stakeholder engagement in a culturally distinct environment.
- Elevated local capability within Aker Solutions' Malaysia Volume Centre by focusing on intensive training, minimising expat dependency, and cultivating high-performing local teams for fast-track project execution.
- Maintained project continuity and met delivery commitments during COVID-19 pandemic by implementing agile remote work strategies and ensuring uninterrupted plant operations despite severe movement restrictions.
- Navigated a fast-track schedule, new client demands, and overcommitted contractual terms by uniting a highly adaptive, empowered team under decisive leadership and continuous alignment with global support structures.
- Established China-based Installation, Commissioning, and Service support from ground up, overcoming low revenue expectations and mobility limitations to deliver onshore operational readiness.
- Fostered a resilient, learning-focused culture through shared accountability, rapid adaptation, and executive-level governance—delivering consistently despite setbacks and transforming failures into progress.
Senior Vice President, Projects Delivery Centre at Aker Solutions, UK & Norway (2016-09 – 2018-12)
Directed a high-value, high-risk global portfolio of subsea projects across five key regions, delivering strategic outcomes for major clients while ensuring commercial success, technical excellence, and stakeholder alignment. Held full accountability for project execution, R&D innovation, risk mitigation, and P&L performance.
- Delivered complex, multi-region subsea packages by ensuring resourcing, governance, and project structures were optimised and proactively resolving cross-functional conflicts.
- Strengthening global stakeholder engagement by leading tender management processes aligned with corporate policies and building trust-based relationships across internal and external partners.
- Ensured long-term delivery success by steering Project Steering Committee oversight and governance structures.
