Petro Rabigh

- Portfolio of multi-billion $ business, a listed company (Aramco/Sumitomo JV)
- Champion to improve the Business Environment across the company
- Champion Business Process Improvements (Lean Six Sigma Deployment)
- Manage Petro Rabigh's ESG and GRC Portfolio 
- Advise New Business Development team

Senior Advisor to President & CEO

Farabi Petrochemicals

- Champion Business Value Creation through Transformation Programs
- Reporting to the Group CEO, lead the entire business leadership team 
- Portfolio: Mfg, Sales & Mktg, Projects, Technical, R&D, Supply Chain, Finance and Biz Planning
- Initiated the transformation program defining Vision, Target, Strategy and Execution
- Responsible for the business profitability turnaround

Advisor to President & CEO - Business Profitability Improvement

- Responsbile for Strategic Planning - Strategy, Market Research, Growth Projects and M&A Deals
- M&A deal lead, managed legal, finance, commercial and technical including external advisory firms 
- Due diligence, valuation, risk management, Post Merger Implementation Plan

Head - Strategic Planning and M&A Portfolio (Advisor)

DigiPasar & Xellenz

Championed Business Transformation through Xellenz Consulting Services for the Energy industry – Digital Transformation, Profitability, Sustainability, Agile culture deployment and Operations Excellence through Lean Sigma Programs. Associated with BCG Digital & Business Transformation Programs and Advisory for Universities. 

Championed a Tech Start-Up DigiPasar – Built the business model and team to strategize and execute the plan. Tech stack involved are Blockchain, AI & ML. Partnered with Nanyang Technology University and built Blockchain development through their R&D team. Scouted and secured investors and built relationship with business partners.

President & CEO

Shell

Provided independent assurance to Group leadership, the Group Audit Committee and ultimately, the Board on the status of internal control systems and risk management processes, which have been designed to help Royal Dutch Shell accomplish its business objectives. 

1. Provided independent assessments of design and operational effectiveness of business / operation controls in accordance to Shell Internal Audit and generally accepted Standards. This includes:
- Development and Delivery of an audit program
- Execution of quality interviews and data testing
- Delivery of a working documentation (test and interview results) and the audit report

2. Led audit teams including audit planning, preparation, execution and wrapup. Specifically, delivery of the full audit program by leading the team's activity and following the objectives. Deliver the key messages to the business at the end of the audit.

3. Facilitated the transfer of learning and good practices across the group, businesses and functions with respect to best practices, risks and controls.

4. Supported the group in the adoption of new and improved tools and methodologies in order to continually improve audit work product.

5. Promoted knowledge sharing and development among audit team members.

6. Provided sound analysis and recommendations to senior management, and be flexible, but firm, in communicating business shortcomings that require improvement.

7. Exercised commercial and / or technical expertise and leverage discipline specific knowledge (act as subject matter expert) in developing audit programs as well as executing the associated fieldwork. 

8. Coached and mentored other auditors.

Group Internal Audit Lead - Downstream & Trading

Leadership and functional assurance for Refining & Petrochemicals portfolio of 9 sites across APAC & ME specific to Asset Management, Reliability, Maintenance & Turnaround. Steer through Country/Site Management / JV Board and help achieve Top Quartile performance. Focussed on Downstream at the same time enabled Upstream & LNG businesses too while supporting and governing JV sites. 

Envisioned the portfolio to be the industry best performance team; Co-create Strategies and deliver through manufacturing sites; Manage average Capital Investments of around $200M/annum; Embed Lean practices and eliminate waste in the system; Build sustainable skill pools that enables sustainable results; Business process compliance that enables predictable results; Creating a culture to learn and challenge each other sites for positive spiral effect; simply, the role was to “Create Conditions for Success".

Regional Director, APAC & ME

1. Awarded "Regional Project of the Year Award" by Executive Vice President for successful delivery.
2. Managed Portfolio of Capital Investments of upto $100M.
3. Brought site project backlog from 1000+ to 50... fixing decade long problem.
4. Built the team of 30 professionals in Projects, Turnaround, Construction and Design Office. 
5. Established Project Management System and Re-engineered site Management of Change process.

Manager - Projects, Turnaround & Engineering

ExxonMobil

1. Managed Contracts/Procurement for $1.2Blarge sized Project. Saved 20% of net cost through an apprach to partner directly with manufacturer by skilling vendor factory process and their team.
2. Managed portfolio of Capital Projects for Aromatics and Poly Alcohol assets. Awarded twice "Responsible Care Award" for delivering project premise in a flawless manner. 
3. As Shutdown Manager, managed Turnaround of $10M event consist of 300+ team members and delivered successfully.
4. Served as President for Toast Masters International at ExxonMobil Chapter.

APAC Regional Contracts & Procurement Advisor; Shutdown Manager; Project Leader

KBR, Inc.

Awarded with "Maximum Value Performance" for the successful facilitation and implementation of "People Performance and Results Process" for Asia Pacific Region. 
Prepared multiple competitive proposals for upto $100M project scope.
Managed Upstream projects (part of US$500M project) and engineering deliverable through a team of engineers.

Project Leader & Senior Commercial Engineer

1. Awarded with "Maximum Value Performance" for delivering Business Process Improvement to Global Project Management System.
2. Lead upstream projects engineering activities for FPSO and Platforms in Vietnam, Nigeria and Bangladesh.

Business Process Improvement Lead / Lead Design Engineer

TamilNadu Petroproducts Ltd

Managed shift technicians and delivered maintenance execution that enabled plant availability.

Managed 10+ contract resources for a greenfield project construction activities and further maintenance of facility.

Deputy Manager

Global, Result Oriented Business Leader, Board member, Advisory, Worked around the world for World’s leading Fortune 100 Energy companies such as Shell, ExxonMobil, KBR across the value chain – Upstream, Midstream and Downstream industries.

Industry /Market: Energy, Oil & Gas, Petrochemicals, Digital (RPA, IoT, AI, ML), Projects & Technology, Healthcare, Telecom, Banking and New Ventures.

Functional Specialties: Strategy Development and Execution, Digital transformation, Innovation, Business Transformation and Turnaround, M&A, Growth strategies, Asset management, Lean Six Sigma deployment, Agile execution, Major Projects, Sales, Manufacturing, Strategic Planning, Commercials, Contracts, People developer.

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