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Manager - Quality and Process Improvement

Work Experience

A senior manager, with nineteen years’ experience in the oil and gas industry, in both the UK and the US. Has substantial experience of leading and managing organisational change. Possesses significant business and people skills and has worked at a strategic level in quality, human resources, analytical and finance.


CAREER HISTORY

CHEVRON UK LIMITED

The European division of a multi-national energy company with parent company in the USA. UK oil and gas turnover of $560 million and annual operating and and capital expenditures of $282 million and $270 million respectively. 750 employees and 300 contractors.

MANAGER – QUALITY AND PROCESS IMPROVEMENT 1995 – 1997

Reporting to the Managing Director, primarily responsible for:

· Leading and managing strategic change;
· Re-engineering and improving core processes, e.g., asset management, opportunity management, people management, business services and executive management;
· Monitoring and managing organisational renewal and improvement initiatives;
· Directing and co-ordinating company education strategies, systems and policies;
· Maintaining responsibility for Quality Improvement (see 1993 – 1995 below);
· Co-ordinating (secondment March – December 1997) the business and quality improvement efforts of the Papua New Guinea (PNG) operating company.

Achievements include:

· Designed and implemented the blueprint for a radically re-engineered organisation, that cut costs by 15% and significantly improved customer satisfaction;
· Successfully managed the transition to a process and team based organisation;
· Maintained and in many areas improved organisational effectiveness and employee morale during a time of significant downsizing;
· Developed and introduced several innovative instruments to measure progress towards achieving the company’s vision;
· Led the team that designed and successfully implemented a "best practice" redundancy process;
· Improved teamwork throughout the company;
· Significantly improved Chevron Corporation’s evaluation of the Papua New Guinea operating company as an effective and efficient business unit;
· Improved governmental, partner and employee rating of Papua New Guinea business management and performance.

MANAGER – QUALITY IMPROVEMENT 1993 – 1995

Reporting to the Managing Director, primarily responsible for:

· Developing strategies and plans to deploy Total Quality Management (TQM) principles and practices throughout the company;
· Co-ordinating all improvement efforts within the business unit, including the delivery of quality improvement workshops and classes;
· Measuring the effectiveness of TQM progress and cultural change via self assessments and co-ordination of business reviews by external assessors;
· Providing internal consultation on quality and related topics to management, work teams and key suppliers.


Achievements include:

· Annual savings of £25 million and a significant transformation in company culture;
· Doubled the business assessment score using Malcolm Baldrige Quality Award criteria;
· Successfully completed the quality training of all employees including management;
· Improved the quality systems of key suppliers causing a significant decrease in the cost of materials and supplies.

MANAGER – ACCOUNTING 1991 - 1993

Reporting to the Comptroller, primarily responsible for:

· Managing the activities of seven different accounting groups (50 people);
· Recruiting and developing all Finance/Accounting graduates;
· Co-ordinating the improvement efforts of the Finance Department.

Achievements include:

· Implemented a new single entry Payroll system which reduced costs and improved the teamwork between Accounting, Human Resources and Pensions;
· Installed a mechanised accounts payable system;
· Recruited and developed graduates who quickly progressed to management positions;
· Reduced departmental costs by 20% without job cuts by process improvements;
· Increased the morale of employees – (very low on assuming the position).

MANAGER – TRAINING & DEVELOPMENT 1990 – 1991

Reporting to the Human Resources Manager, primarily responsible for:

· Developing the company’s annual training and development programme;
· Ensuring that training and development is cost effective and is aligned with business needs;
· Providing consultation services to management across the company;
· Designing and delivering training classes in leadership, management and "soft" skills.

Achievements include:

· Developed and executed a training evaluation process that ensured that employee education directly led to the achievement of business objectives;
· Successfully implemented a company wide appraisal system that aligned employee efforts with company goals;
· Implemented a business school development programme for managers which directly led to a significant improvement in management competencies;
· Introduced and championed an open learning concept within the company through creative use of learning centres.

SENIOR ANALYST (San Francisco – USA) 1988 –1990

Reporting to Chevron Corporation’s Assistant Comptroller, primarily responsible for:

· Preparing profit analyses of non-US exploration and production operating companies;
· Developing short term and long term consolidated financial forecasts for refining, marketing and shipping operations;
· Undertaking financial analyses of key investments.

Achievements include:

· Improved the presentation of forecasts and profit analyses that directly led to improved understanding of operating profits by the Board of Directors.
· Wrote a paper on all aspects of UK Oil Taxation to educate US Finance management;
· Achieved excellent feedback from senior corporate management on the succinctness, insight and accuracy of analyses and forecasts.

SENIOR FINANCIAL ANALYST 1985 - 1988

Reporting to the Analytical Manager, primarily responsible for:

· Directing the preparation and submission of all company and partner budgets and forecasts;
· Reviewing all budgetary and expenditure estimates of operators and recommending course of action;
· Providing counsel to senior management on all finance analytical matters;
· Controlling the preparation of government reports.

Achievements include:

· Reduced costs by mechanising the development of budgets and forecasts;
· Improved working relationships between finance and operations/exploration/engineering;
· Partner satisfaction – improved/quicker budgetary and expenditure approvals.

VARIOUS SUPERVISORY/ACCOUNTING POSITIONS 1979 – 1985

First eighteen months spent as a graduate trainee in the Finance Department. Thereafter, successfully worked in a variety of positions of increasing responsibility including Corporate Supervisor, Work in Progress & Fixed Assets Supervisor and Joint Venture Supervisor.

PERSONAL DETAILS

Date of Birth : 2 March 1957 Age 44
Interests : Cricket, skiing, reading

Education

BSc Economics Southampton University 1978A Levels/O Levels. Syon School for Boys, Isleworth

Skills

Leadership; teamwork; communication at all levels; managing change; analysis; problem solving and creativity

Other

As an experienced manager with a nineteen year track record in the oil and gas industry, I hope that you may be able to assist in my job search. I enclose my CV and would like to explain my career break of the past four years.

As a result of Chevron outsourcing all non strategic services in 1997, my position became redundant. Although I was offered various other permanent positions overseas, I did not accept them, because as a single father I did not want my son to interrupt his education. Consequently, I reluctantly accepted Chevron’s generous severance package.

Since leaving Chevron, I spent a significant amount of time with my father during his terminal illness and with my son who I hadn’t spent any quality time with in preceding years due to work commitments. My son has now left school and become independent and my father died last year. I am now in a position to recommence my career.

As indicated on my CV, my earlier analytical and accounting experience gave me a thorough grounding in business. My work as Training and Development Manager and Accounting Manager helped me develop my people skills. This combination of business and people skills enabled me to be successful in the initiation and management of change that was primarily my responsibility during my last five years at Chevron.

It is in this area that I believe my skills and experience will be of most benefit to an organisation.Since my experience is oil and gas related, this would be the most obvious target, although I emphasise my complete flexibility and believe my skills are transferable to other industries and organisations.

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