EDF (UK)

Sizewell C (SZC) is a project to construct a 3,200 MWe nuclear power station with two EPR reactors in Suffolk, England. The power station will be a technical clone of Hinkley Point C (HPC) and is expected to meet 7% of the UK's energy demand - enough to power six million homes and contribute to the UK’s net zero ambition - when it comes into service in the early 2030s.

RESPONSIBILITIES:

• Set-up and management of 10 Nuclear Island FIDIC equipment contracts, totalling over £155 million
• Nuclear Baseline compliant Project Manager, responsible for:
 -- Nuclear Island Utilities effluent treatment (radwaste) systems
 -- Neutron and gamma shielding doors
 -- Specialist doors and hatches
• Leading multi-discipline teams across the UK, France and Germany
• Stakeholder/supplier engagement and management
• Schedule, cost and design replication management
• Ensuring compliance with approved procedures, systems and ONR standards
• Progress reporting to Sizewell C Senior Management team

ACHIEVEMENT:

• Developed and implemented the project’s Interface Management Plan, based on industry best practice.

Engineering and Delivery Lead, Nuclear Island - Sizewell C

Jacobs

Jacobs embedded contractor within EDF, working on the Sizewell C project.  Details and responsibilities as per my current EDF staff role.

Engineering and Delivery Lead, Nuclear Island - EDF Energy, Sizewell C

KBR, Inc.

Azeri Central East (ACE) is a US$6 billion project commissioned to further exploit the undeveloped portions of the Azeri-Chirag-Gunashli (ACG) oil field, located in the Azerbaijan sector of the Caspian Sea.  It comprises a new production, drilling and quarters (PDQ) fixed platform, located between the Central Azeri (CA) and East Azeri (EA) facilities in approx. 137m water depth.

RESPONSIBILITIES:

• Set-up and management of technical interfaces between KBR, BP and third-party contractors
• Stakeholder engagement and management
• Monitoring progress, reporting on interface issues, preventing conflicts and facilitating resolution
• Schedule, cost and design change management
• Ensuring compliance with approved procedures, systems and industry standards
• Progress reporting to the KBR and BP Senior Management teams

ACHIEVEMENT:

Received formal recognition from BP for my performance and overall management of Drilling interfaces with NOV, Norway.

Interface Manager, Drilling and Subsea - BP Azeri Central East Project

A building management system (BMS) is a computer-based control system that controls and monitors mechanical and electrical equipment, such as heating, ventilation and air conditioning. A complex system of inputs (which measure temperature, alarms etc.), and outputs (which connect to values, pumps etc.) is programmed to achieve the desired environment. 

Systems linked to a BMS typically represent 40% of a building's energy usage.  If lighting is included, this value approaches 70%.  BMS systems are a critical component to managing energy demand.  Improperly configured BMS systems are believed to account for 20% of total building energy usage.

RESPONSIBILITIES:

• Working with the client to define Building Management Systems (BMS) upgrades
• Developing business cases for client gateway approval and to secure funding
• Delivering projects, including:
   -- Scheduling activities
   -- Managing budgets
   -- Controlling quality of deliverables
   -- Identifying and tracking benefits realised
   -- Stakeholder engagement
   -- Managing specialist consultants and subcontractors
   -- Working with and managing deliverables from the client’s other contractors
   -- Acting as client primary point of contact
   -- Progress and financial reporting to the KBR Senior Leadership team
• Identifying further opportunities for growth of BMS
• Supporting the KBR Facilities Management (FM) Integrator team with programme delivery

Project Manager - Metropolitan Police Service, Enabling Works (Phase 2)

Hinkley Point C is a project to construct a 3,200 MWe nuclear power station in southwest England. Incorporating two European Pressured Reactors (EPRs), it is one of the largest and most technologically complex construction projects ever to be built in the UK. KBR has been contracted by EDF Energy (NNB GenCo) to provide project management consultancy (PMC) support as part of an NEC3 framework agreement which is set to last until 2025.  The scope of work includes equipment contract and supply chain management, expediting, site operations and logistics.

RESPONSIBILITIES:

• Development and management of the Programme Execution Plan
• Management of the NEC3 framework contract
• Task Order/Compensation Event management
• Billing, forecasting, cost control, and profit and loss
• Client engagement and stakeholder management
• Day-to-day management of embedded project teams in EDF's Bristol office and at site
• Recruitment, induction, mobilisation and deployment of KBR personnel
• Oversight and coordination of functional areas
• Compliance with ONR standards and NEC3 contract requirements
• Progress and financial reporting to KBR Senior Leadership team

ACHIEVEMENT:

Improved overall client responsiveness in relation to contract management by maximising local collaboration.  This resulted in the complete elimination of late and missing payments.

Project Manager - EDF Energy, Hinkley Point C

Shah Deniz is a gas-condensate field located in the Azerbaijan sector of the Caspian Sea with estimated reserves of 22 trillion cubic feet of gas.  With a project value of approx. US$10 billion, Shah Deniz Phase 2 (SD2) is one of the largest and most complex projects in the history of the energy industry.  It comprises 26 subsea wells, a 2-platform offshore partial processing complex, subsea pipelines to shore and a new onshore processing facility at the Sangachal Terminal.

RESPONSIBILITIES:

• Management of technical discipline interfaces between KBR, BP and third-party contractors 
• Monitoring progress, reporting on interface issues, preventing conflicts and facilitating resolution
• Ensuring compliance with approved procedures, systems and industry standards 
• Technical management and close-out of 378 engineering package sub-contracts
• Coordination of site technical queries from the fabrication yard in Baku
• Driving BP Field Expediting team priorities
• Progress reporting to the KBR and BP Procurement and Senior Management teams

ACHIEVEMENT:

My collaborative approach to interface management resulted in the reduction of historic delays due to late supplier data and brought subsea design maturity back on schedule.

Interface Engineer - BP Shah Deniz 2 Project

The Chirag Oil Project (COP) was a US$6 billion project commissioned to exploit the undeveloped portions of the Azeri-Chirag-Gunashli (ACG) oil field located in the Azerbaijan sector of the Caspian Sea.  It comprised the West Chirag production, drilling and quarters (PDQ) platform and brownfield tie-ins to the neighbouring Deep Water Gunashli facility for export back to the onshore terminal at Sangachal.

RESPONSIBILITIES:

• Day-to-day management of selected KBR engineering deliverables and associated resourcing 
• Daily interface with the BP Management team in London and the Site Engineering team in Baku
• Task coordination and prioritisation of KBR package engineers
• Coordination of the engineering change management process
• Technical management and close-out of 216 engineering sub-contracts 
• Managing interfaces with BP Procurement and third-party subsea and drilling contractors
• Progress reporting to the BP and KBR Senior Management teams

ACHIEVEMENT:

In July 2013, I took on full responsibility for delivery management on COP and oversaw the successful and timely float-over and installation of the West Chirag platform later that year.

Project Engineer - BP Chirag Oil Project

The Gorgon LNG Project involved the development of the Greater Gorgon gas fields off the coast of north-western Australia.  With an approximate value of US$55 billion, it was the largest single resource investment in Australian history.  The project included the development of a subsea gas-gathering infrastructure and a modularised LNG plant located on Barrow Island in the Indian Ocean. 

RESPONSIBILITIES:

• Client interface and engagement
• Ensuring schedule adherence and compliance to design specification and industry standards
• Task prioritisation of KBR’s engineering centres in Jakarta, Indonesia and Monterrey, Mexico
• Leading readiness and confirmation reviews with the client
• Responding to technical queries and managing subsequent design changes
• Final model build handover to the fabrication yards in South Korea

ACHIEVEMENTS:

My attitude and responsiveness led to the client requesting me to be retained as the sole representative of the London office to continue to drive successful and timely completion of outstanding deliverables.

Project Engineer - Chevron Gorgon LNG Project

BAE Systems

The BAE Harrier was a family of military combat aircraft capable of vertical/short take-off and landing (VSTOL) operations. It was specifically developed to operate from ad hoc facilities such as forest clearings and aircraft carriers, thus avoiding the need for large airbases vulnerable to tactical bombing.

RESPONSIBILITIES:

As a Senior Aerodynamicist, I was responsible for the definition of flight testing requirements, analysis and provision of planning data and clearances for take-off, landing, hover and ski-jump operations.

My formal roles were broken down as follows:
   
• Technical Authority (MOD-designated lead engineer) for Harrier VSTOL Performance
• Section Leader - Harrier Performance
• Task Leader for the MOD Joint Integrated Technical Support (JITS) contract
• Quality Assurance Auditor

SECONDMENTS:

In addition to my core responsibilities at Farnborough, I also undertook a variety of seconded roles as follows:

2002/03: Managed an engineering team seconded to Boeing, St. Louis to conduct Harrier avionics testing.

2008: Represented BAE Systems during Harrier sea trials conducted from Royal Navy aircraft carrier, HMS Illustrious. The aim was to gather performance data to substantiate my planning data predictions for ski-jump launches using the new Pegasus Mk. 107 engine and to make the necessary performance adjustments before issuing formal flight clearances.

2010: Seconded to RAF Handling Squadron at Boscombe Down to design take-off planning charts for the new Nimrod MRA4 maritime patrol aircraft.

ACHIEVEMENTS:

In 2003, I developed and managed the flight testing and subsequent implementation of a new Harrier short take-off technique which was used in service until the aircraft retired in 2010.

In 2009, following completion of Harrier’s deployment in Afghanistan, my team received a letter of commendation from the RAF in recognition of our timely provision of ‘Urgent Operational Requirement’ flight clearances.

Senior Aerodynamicist & Technical Authority - Harrier VSTOL Performance

Graduate aerodynamicist on the British Aerospace Graduate Development Scheme with secondments in the following disciplines:

• Joint Advanced Strike Technology (F-35 concept) propulsion and ASTOVL performance
• Harrier dynamics
• Harrier flight mechanics / handling
• Harrier flight testing and instrumentation
• Harrier VSTOL and wingborne performance

After completion of the Graduate Scheme, I settled in the Harrier Performance group, shadowing the Technical Authority for VSTOL performance.

Aerodynamicist

An accomplished Chartered Engineer and Project Engineer/Manager with over 20 years’ cross-discipline experience, spanning the hydrocarbons, military aerospace, nuclear power and energy management sectors.

James has an extensive background in the analysis and interpretation of complex, safety-critical data and a wealth of experience in successful project delivery, contract management and client engagement.  Having supported some of the world’s largest and most technically complex engineering projects, he has been identified as a diligent and dependable 'completer-finisher' with an acute attention to detail and a proven track record for delivering quality results in challenging, high-pressure circumstances. 

He is also respected for his ability to forge strong cross-cultural working relationships and to foster collaborative working practices with internal and external stakeholders at all levels.

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