Oil and Gas
Roger is a globally respected oil and gas professional working with major players in the industry and is regularly seconded as an independent consultant experienced in corporate strategy, business planning and business development, change management, organisational effectiveness, general and project management.
Recently with Tullow Oil plc as Head of Projects, he fulfilled an executive management position, to define, develop and lead a functional organisation to embed a sustainable and effective project management and associated engineering capability. Delivery of capital assets required to increase production capacity in a manner complimentary to the company’s success in exploration.
Responsible for the successful execution of projects valued at $ multibillion throughout the development lifecycle ranging from deepwater floating production offshore West Africa to land locked onshore facilities in East Africa.
Previously, as Managing Director of AMEC Group Ltd, and Vice President / Director for AMEC Natural Resources. Similarly, for Brown & Root prior to the formation of KBR.
In excess of thirty-five years professional experience in general and project management, in positions with P&L responsibility for leading companies servicing the energy industry. Personally accountable for development of new business and delivery of major capital projects – either as a contractor to oil & gas clients, or as owner / operator.
Prior management positions include that of Operations Director, General Manager of AMEC Russia, and business development and strategy roles at Brown & Root.
Major project management accomplishments in the UK North Sea include field developments for Conoco, Shell, BP and Mobil, as well as overseas developments such as platforms for Petrobras in the South Atlantic, the Terra Nova floating production facilities for PetroCanada offshore Newfoundland, Alberta oil sands projects for ExxonMobil, Ichthys for Inpex in Australia, and onshore / offshore field developments in Ghana, Uganda and Kenya for Tullow Oil.
Recent significant “hands on” project experience includes the Jubilee and TEN Developments – deepwater/FPSO projects for Ghana, interim management of the Uganda and Kenya onshore developments – and the Lunskoye A and Piltun B platforms for SEIC Sakhalin II, a challenging and record breaking arctic “frontier” project, the first to be installed offshore Russia.
A Chartered Mechanical Engineer, with an MBA from Henley Management College, and a Member of the Institute of Directors.
Executive and leadership coach (ILM qualified)
Tullow Oil plc
May 2009 to April 2015
Group Projects & Engineering Manager
To monetise exploration success into oil & gas production, Tullow Oil had a need to establish and implement a
broad based Project delivery capability.
Appointed as Group Projects and Engineering Manager, an Executive Management position, responsible for the
definition and implementation of a robust and sustainable Project Management organisation and associated
technical expertise across all company business operations globally.
Definition of project management systems and tools to deliver wells and production assets into operation as an
overall strategic objective to move the business from a successful Exploration company into a true E&P
organisation.
Recruitment of experienced Project Management practitioners and further competency development of staff.
Responsible for management oversight and delivery assurance. Implementation of a structured Development
Delivery Model, and application of an associated Gate Review Process, for all Development Projects in the
Tullow portfolio throughout the project life cycle from inception to start-up.
Deployment of appropriate resources, work processes, procedures, skills and competencies for all levels of
Project Management, Project Controls, and Facilities Engineering.
“Hands on” direction, guidance and intervention as / when required to ensure project delivery in line with HSE,
cost, schedule, risk, and quality expectations.
Key contractor relationship management. Development / implementation of long term service agreements with
providers of niche consultancy, engineering and project management capability.
Internal / external stakeholder management throughout all phases of project activity – from opportunity
assessment to “in country” delivery into local operations.
In addition, undertook Interim Management positions for Developments of strategic importance to the
company’s business objectives including:-
• Development Manager for the Uganda Lake Albert facilities and pipeline.
• Project Director – TEN Development Project (Deepwater / FPSO facilities offshore Ghana).
• Development Director for the Kenya South Lokichar Facilities and associated pipeline.
AMEC plc
September 1999 to May 2009
Various positions including:-
July 2005 to May 2009
AMEC Natural Resources: Vice President – Projects, Operations Director, General Manager AMEC
Russia.
Executive responsibility as VP / Director of Projects for AMEC Natural Resources after successful completion of
role as Operations Director (London) with P&L accountability for the Capital Projects business. Previously as
General Manager – Russia, requiring frequent presence in the Moscow office, in parallel with position as Project
Director for the delivery of the Sakhalin II project for SEIC.
AMEC Natural Resources, a £2 billion revenue growth business, consisted of Oil & Gas, Mining & Minerals, and
Oil Sands Developments, resulted from a corporate reorganisation after divestment of AMEC businesses which
did not fit with future strategic intent as an Energy Services provider.
Reporting directly to the COO and a key role within the Natural Resources leadership board, this position had
accountability for the successful delivery of all capital projects worldwide with a value in excess of c. $1 billion
and where core resource centres needed to collaborate cross regionally in order to successfully execute projects
of a truly global scale. The remit extended across the company’s strategic regions, The Americas, Middle East,
Far East, China and the CIS as well as the core area of Europe and West Africa.
Best described as Operations Management on a global scale, accountable for relationship management with
key customers, business / project execution strategies associated with targeted work, directing the bidding and
winning of key projects, contract negotiation and oversight of dedicated project management teams. Project
sponsorship and management of internal relationships including oversight of project delivery were also key
parts of day to day responsibilities.
Major Developments reporting directly to VP Projects included:-
• Kearl Oil Sands Project, Calgary: ExxonMobil. c. $9 billion. EPCM.
• Ichthys Offshore Development, Western Australia: INPEX. As part of a larger LNG project the offshore
portion is valued at c. $10 billion. Concept / FEED / EPCM.
• Pursuit and subsequent management of a Global Agreement with BP for Engineering and Project
Management Services. (First project Clair Ridge).
Similarly, other projects of similar size in the early stages of pursuit / award as either AMEC only opportunities
or with selected major subcontractors or jv partners.
March 2002 to July 2005
AMEC Natural Resources
Sakhalin Energy Investment Corporation (SEIC) – Sakhalin II Phase 2
Project Director – FEED, Detailed Design, Procurement and Project Management Services
As Project Director for the Sakhalin II topsides design and procurement – including provision of resources and
management services for construction and commissioning. The Front End Engineering included design of two
offshore platforms, offshore pipelines and a Tanker Loading Unit before AMEC were single sourced for the E&P
work scope associated with the topsides only from July ‘02 to completion of commissioning in November ’07.
A risk / reward based contract with a value of some £400 million, the project scope included design of some
55,000 tonnes of topsides, procurement and construction / HUC support for the Piltun B and Lunskoye A
platforms, to be installed offshore Sakhalin Island. The AMEC responsibility had a significant influence over the
value of interfacing contracts for fabrication, substructure and pipelines (c. $2.6 billion) as part of an overall $10
billion (final re-estimate at $22 billion) “Arctic Frontier” development – the first of its kind offshore in Russia.
The project was of a size to be considered a business in its own right. With manpower peaking at 780 technical,
management and support personnel, it was organised as a programme of work consisting of two dedicated
project teams calling upon a common management support structure. As such, it was furnished with its own
offices remote from the corporate centre, a significant management team comprising several senior corporate
managers, in addition to wholly assigned project managers / management teams for each platform.
The organisation operated on an autonomous basis reporting into the Natural Resources business at MD level
and earned peak revenues of £6 million per month – excluding further potential for enhanced profits from a
performance based incentive scheme.
Furthermore, the project was beset by unusual technical and management challenges (high seismic and ice
loading, extreme environmental conditions, and are currently the largest structures ever designed for “float
over” installation).
Stakeholder management was a key feature of day to day project management due to unusual Russian political,
legal and local content requirements.
A further area of focus within the project was the pursuit of the asset management contract as an extension to
the existing “Greenfield” scope by means of a purpose formed JV company (100% Russian registered JSC) for
this phase of operations.
AMEC plc
September 1999 to February 2002
Managing Director – AMEC Group Ltd (AGL)
Reporting to the COO of AMEC plc, as leader of a new business unit within AMEC to engage with strategic
customers on a long-term basis to improve predictability and quality of margins across all market sectors served
by the company.
The basis of this new venture was to:-
• Build new business on a significantly different basis than low margin conventional contracting
• Develop and implement a selection process for strategic customers
• Promote the development and implementation of AMEC best practice within these new business
relationships
• Apply the resources from across AMEC as a whole towards delivery of the scope within these long term
programmes
• Seek to integrate AMEC’s overall capability instead of acting as single “silo” business units devoted to
particular niche markets or clients
• Research new technologies and markets within which AMEC services or expertise could deliver mutual
business advantage for the company and its customers.
• Train AMEC resources in new business methods.
• Major contributor to the development of a new business strategy for AMEC plc overall and total
reorganisation of the company as a energy services provider.
Responsibilities also included recommendations on possible acquisitions, jv partners or alliances with other
companies complimentary to our own capability.
AGL therefore had both a customer facing role to win and execute business in “a different way” and also to act
as a catalyst for change internally. The remit was to demonstrate that new business methods would reap better
rewards for the company and its shareholders than conventional contracting such that within two years AMEC
as a whole could reorganise along the lines of the AGL model.
The above was achieved at the end of 2001.
At the outset, AGL had a profit and loss account of zero but after two years had work under contract with BNFL,
MoD and BAA creating revenues of £ 40 million per year and with a backlog in excess of £200 million.
BROWN & ROOT LTD
July 1997 to August 1999
Petro-Canada Terra Nova Field Development
Project Director
Assigned as the “Alliance Director” for The Terra Nova Field Development for Petro-Canada offshore
Newfoundland, a CAN$2 billion investment arranged as a global alliance within a joint venture of contractors
known as the “Grand Banks Alliance”.
Direct responsibility included the Terra Nova FPSO (Floating Production, Storage and Offloading vessel)
budgeted at CAN$900 million, the major component of the overall project to be available for “first oil” by
December 2000.
Turnkey P&L responsibility for the company’s interests within the Alliance included all aspects of design,
procurement, topsides fabrication, turret, vessel, and “at shore” integration of all the components onto the hull
and subsequent commissioning. The FPSO was a new build contracted directly to Daewoo from Brown & Root
on a lump sum basis but fell within the overall alliance framework and target price.
The FPSO produces 150,000 bbl oil / day through 10,000 tonnes of topsides with 960,000 barrels of storage and
is the first harsh environment FPSO for service in near arctic conditions with an ice strengthened hull and
innovative disconnectable turret.
The project scope within the risk / reward sharing alliance included drilling, reservoir definition and preparation
for operations in addition to the CAPEX associated with the design, procurement, construction and offshore
installation of the subsea and floating production facilities. Part payment through production was a key feature
of the commercial alignment mechanism.
PREVIOUS EXPERIENCE:
• Brown & Root – 1989 to 1999: Senior Manager including positions in Business Development, Head of
Project Management and Senior Project Manager. Assigned to projects for Devonport Management
Ltd (DML), Shell, BP, Mobil and Conoco, including several innovative Alliances and Partnering
arrangements.
• Matthew Hall Engineering Ltd – 1978 to1989: Initially as Project Engineer, Engineering Manager and
finally as Project Manager. Various projects / clients including Thames Water (London Water Ring
Main), British Gas, Britoil, Amoco, and Petrobras (assignment to Rio de Janiero for 2 years)
• George Wimpey ME&C Ltd – 1970 to 1978: From Trainee Technician to Mechanical Engineer assigned
to contracts for Abbey Chemicals, Eli Lilly, Albion Sugar, and BP. Participation in the Wimpey
Engineering training scheme including secondment for sandwich degree.