Paul Rawling

More than 30 years' experience in a wide range of industry areas including Onshore and Offshore Oil and Gas, Pharmaceuticals, Renewables, Nuclear and Marine both in the UK and overseas. Specializing in project delivery, I use good all-round engineering knowledge and strategic mindset to navigate challenges effectively. I am resilient and adaptable with experience of successfully implementing Management of Change for Operators, EPCs, and SMEs.

I possess strong commercial acumen, contractual awareness, and technical knowledge. I aim to deliver value by engaging with stakeholders, being cost efficient and resourcing projects effectively. I am accountable for all aspects of the projects I manage.

I make decisions and drive outcomes rather than just tracking tasks on a plan. Many of the recent projects I have managed have been run under the auspices of the CDM 2015 regulations in the role of Principle Contractor. I am familiar with notifiable projects using F10 forms and phased Construction Safety Planning.

I have managed projects within LOGIC, NEC and FIDIC/DMIC contract frameworks. A first-class communicator and motivator with the ability to convey complex technical information to both technical and non-technical stakeholders. My transparent and concise reporting ensures that all team members are well-informed throughout the project lifecycle and promotes a collaborative team culture.

I can influence, align and drive execution through trust and leadership, not just processes and status reports. With a flexible approach to work and new ideas, I am agile, think critically and find solutions when roadblocks hit. Highly conscientious, enthusiastic with good organisational skills and attention to detail.

Knowledge of Project Initiation, Planning, Execution, Monitoring/Control, Handover/Control Phases using the project gate review system. Fully conversant with Microsoft Office packages including SharePoint and Project. I am a member of the PM Institute and a practitioner of PMBOK 8th Edition, working towards full PMP certification.

Associate - Project Manager at Turner & Townsend (2025-04 – 2025-12)

Lead Project Management Commissions, taking responsibility for end-to-end service delivery, for the Rolls Royce Small Modular Reactor (RR-SMR) commission. Acting as the key, day-to-day client interface, ensuring that client objectives are met and that projects are delivered to time and cost targets and the appropriate quality standards.

• Advising at a strategic level at the project inception stage, including providing advice on the different approaches that can be adopted to successfully achieve the client's overall objectives
• Preparing and maintaining definitions of project requirements
• Helping to establish the overall success criteria for the project, including time, cost, technical and performance parameters
• Establishing effective project governance, processes and systems to be utilised throughout the project
• Preparing and maintaining schedules of activity
• Managing the development of the project in accordance with approved plans and targets
• Developing and implementing resource plans and procurement of resources
• Leading and facilitating the overall cross-functional project team
• Monitoring and applying performance management techniques, including the use of KPI's to improve project performance
• Managing the change control process
• Developing and agreeing budgets and controlling forecast and actual costs against them
• Managing the flow of project information between the team through regular meetings, written communications and the use of MS Teams
• Identifying and monitoring project risks and planning and implementing risk mitigations
• Preparing formal project progress and other reports
• Complying fully with and promoting company Health & Safety and Environmental Policies

Project Manager at Atticus Energy (2024-11 – 2025-04)

Providing Project Management, Project Management Consultancy, Estimating and Tender / Bid preparation services to the Atticus Energy London and Dubai operations for projects in Basrah and Iraq. This role includes Project Management and Construction Management Support. Using my coaching management style I also provided staff training / development and organisation improvements.

Tendering responsibilities included Preparation of all main documents required for tender and prequalification. The role involved direct interface with clients and a close interface with the Procurement and Logistics Depts. Management of Multi-Disciplined (Process, Electrical, Mechanical, Civil, Rotating, Control & Instrumentation) Engineering Studies covering, Flow Assurance Studies, P&ID Development / Review, Engineering Management, International Standards selection, Safety Studies (e.g.

HAZID, HAZOP, SIL), Environmental (e.g. ESHIA, IS, GHG) Assessments, Constructability and Value Engineering reviews. Development of Project Plans / Scheduling and Resourcing. Cost Estimation and CTR preparation.

Cost and Schedule Risk Analysis. Assisting the Board with Project Financing requirements. Streamlining the Project Management and Tendering processes by leveraging innovative Information Management & Technology

Project Manager at ALTRAD BABCOCK (2023-10 – 2024-11)

Responsible for managing Capital Capex Projects at the GSK Montrose facility. The position was responsible for the whole project from Business analysis through concept, scheme design, detailed design, construction and close-out. The Project Manager was responsible for the completion of the Level 4 estimate and plan generated to apply for full CAPEX funding, including presentation to the Board and to Peer Review Groups.

• Responsible for the purchases of materials and services within budget
• Conducted life cycle cost analysis for the equipment procured
• Generated monthly project cost forecasts and profit projections together with project plan progress reviews of spent vs earned value
• Ensured clarity of Scope of Work is agreed with Client and liaised directly with the discipline engineers for Mechanical, Electrical, Process, Civil and Structural, Piping, and Control/Automation
• Upheld and promoted the company's Core Values and lifesaving rules and strived for zero LTI's or safety related incidents
• Carried out risk analysis and EHS and Sustainability screening of all projects
• Managed several projects concurrently, ensuring all scopes were delivered on time and within budget from suppliers including factory acceptance test and progress review attendance at the suppliers
• Developed the Construction Phase Plan in accordance with CDM2015 regulations and worked closely with the Construction and Safety Teams to implement this
• Performed both beneficial and financial handovers to the client operations and finance teams

Commercial / Project Manager at BLAZE MANUFACTURING SOLUTIONS LTD (2020-11 – 2023-10)

I led the delivery of all Work-in-Progress Blaze Manufacturing projects. The projects were EPC safety critical system delivery scopes and ranged from £50K to £3 Million. The contract types include LOGIC, NEC3 & FIDIC /DIMIC contracts controlled via CEMAR and Company Project Control Tools.

I managed a team of two Project Managers, a Project Planner and liaised with the discipline engineers via the Engineering Manager. I maintained a "hands-on" Project Management role for the company's larger projects and promoted Quality and Safety on all work. During this time, I managed packages for delivery to Hinkley Point C Project.

I also successfully estimated, tendered, sold and project managed Fire Fighting, Detection and Scada system packages for IV-One for the Sofia, and assisted with the Thor and Gennaker East / West windfarms. I successfully implemented an Agent–Principal agreement with a long-standing control systems supplier for these projects

• Preparation, checking and approval of estimates, proposals and tenders
• Enforced robust Management of Change
• Preparation of variation and change orders
• Management and placement of sub-contracts and suppliers
• Managed customer expectations via clear and timely communication

Manager Of Projects at DIMENSION ALL GROUP (2016-11 – 2020-10)

• Developed Cost Time Resource (CTR) norms to reduce costs using scalable deliverables
• Increased safety awareness at all levels and ensured its implementation in the office, design and on site, achieving 4 years LTI free
• Grew the customer portfolio by ensuring simplicity of engaging company services and negotiating call-off master contracts
• Reduced rework costs by improving quality and a spirit of getting it right first time
• Ensured all staff were aware of their individual and department KPI targets
• Improved schedule compliance using standard and transparent progress reporting (including where necessary the appropriate Project milestones and traditional S-Curves)
• Encouraged a culture of challenging traditional solutions to reduce costs
• Managed customer expectations via clear and timely communication
• Maximized the use of standard documents and forms
• Established team in Manila to execute the "Close-Out" function of Woodside Energy workpacks, via Clough Perth using SAP remotely, resulting in significant cost savings
• Successful 3rd Part accreditation to IMS standards including ISO 9001:2015 Quality Management System | ISO 14001 Environmental Management Systems | ISO 45001