Energy Project Executive · Major energy infrastructure

The name on the
accountability line.

Twenty-five years delivering major energy and industrial capital projects — LNG liquefaction & regasification, FLNG, FSU & FSRU, blue ammonia and hydrogen, and power generation. More than $20 billion delivered across eight major projects, every phase from concept selection through construction and into operations: establishing them, taking them through the gates, financing them, and directly managing them through EPC execution.

Very few people have been the single named person accountable for delivering a megaproject. Fewer still have done it more than once, on more than one continent, in more than one contracting model.

I have held senior project leadership on four multi-billion-dollar megaprojects through EPC execution, all from the owner’s side of the table: Energía Costa Azul LNG (~$2B, Mexico), Woodfibre LNG (~$6B, Canada) and the Hong Kong Offshore LNG Terminal (~$1.5B, Hong Kong) as sole Project Director, and Gladstone LNG (~$10B, Australia) in senior project management. On three of them I was the single named person accountable for execution — not one of a group of managers, and not a functional lead. Sometimes that meant setting the estimate and the contracting strategy before FID and then delivering against my own numbers; sometimes it meant taking on someone else’s and making them work. The second is harder.

Setting a project up well is half of it. The other half is every day after that: holding the contractor to the deal you actually signed, telling the difference between the problems that are noise and the one that will decide the outcome, and changing course while it is still a decision rather than a recovery.