engineering.

Shell is a global energy company with over 90,000 employees, operating in more than 70 countries and generating a revenue of approximately $339 billion annually. Responsible for leading the development of AI on the edge across our various business units and assets to support the energy transition. With a focus on accelerated computing using Nvidia CUDA, Jetson, RTX, V100, H100 and cloud. Developing products through PoC, MVP and scaled deep deployment in ultra-low latency real time alerting of machine vision and analysis programs. Supervising the work of 4 functional teams and 5 natural project teams across the business in USA, India, Australia and Europe.

• Lead strategic supplier selection and partnership process for edge computing and machine learning for optical recognition leading to a reduction of 70% of installed hardware costs for AI on edge projects.
• Completed a global safety alerting project which is now being rolled out to our offshore and onshore assets internationally. Automating the identification of unsafe activities improving the safety of our workforce significantly while also reducing the manual effort required and the possibility of missed events. This is having a substantial cultural improvement for our company while also saving over €150M per year due to significantly increase in the coming years with further rollout.
• Established an international 'natural team’ of global and cross functional lifting SME's. Lead the definition of our real time edge computing product roadmap. Together we delivered a successful automated crane lifting PoC in 6 weeks a reduction in of 65% from the previous best delivery time of 4 months. This included edge equipment procurement lead time reduction, code development utilising recent developments in AI code generation, automated machine vision model training, testing and improvement. Product is now developing into MVP with expected revenue generation in 2024 of €12M and €35M in 2025.

Forto is a leading provider of logistics technologies with over 700 employees in 18 locations across Europe and Asia. Responsible for building the new program management function from the ground up, including processes, systems, and roles, to support company expansion and ensure the efficient delivery of all developments. Report to the VP of Global Sea Freight, supervise 3 direct reports and 7 indirect product teams, and control an annual budget of €6M.

• Led the development of processes and tools; held "lessons learnt" sessions to identify pain points and improvement opportunities in existing processes; set up SAFe methodologies and implemented faster routine and release schedule; drove collaboration with tech development and sales teams; established development efficiency gain of 45%, releasing 5 major customer features in 3 months
• Headed the alignment of system usage; defined a shared understanding of roles and responsibilities and increased the overall transparency of all major cross-functional developments via corporate newsletters; resulted in more satisfied and informed customers, achieving an 8% increase in NPS and onboarding a record number of new customers in the first quarter (+14%)
• Manage and develop 3 team members; established program management process with standard deliverables and best practices, standardising product development functions for the team; enabled the team to deliver as promised and further rolled out process to the operations and sales teams having a noticeable improvement in company-wide collaboration.

Siemens Gamesa is a leader in the renewable energy industry with over 24,500 employees, generated €9,8B in revenue in FY 2021, and has a presence in more than 90 countries. Responsible for directing the delivery of digital products and implementation projects across the company and its clients to improve business operations and profitability. Reported to the CDO, oversaw an international team of 12 direct and 50+ indirect reports, and maintained an annual budget of €4.5M.

• Established and led a cross-functional team of 12 direct and 50+ indirect reports, matured the team through ongoing coaching and mentorship; enabled the deployment of various products and features that focused on Industry X; the largest portfolios of digital products at SGRE Digital Venture Lab (DVL) with a value of over €15M; created and maintained a roadmap with cross-functional stakeholders; used SAFe methodologies, DevOps, and JIRA for development and roadmap tracking; enhanced business cases and scrutinised data across the organisation, defining and delivering a range of new innovative products, BLE tracking of equipment, predictive maintenance scheduling and a construction sales optimisation system enabling sales to produce proposals 28% faster.
• Championed the company’s revenue growth objectives; established new revenue streams, such as automating drone inspection of blades and subsequent image processing of defects; earned over €2M in additional revenue year-over-year.
• Led a team of 40 FTE for the development and global rollout of “Optical Blade” product; defined the problem and established an RFP process to identify and select partners; worked in partnership with IBM and an internal development team of 25 to develop MVP; led to the successful product launch across Denmark, the UK, and France; this was presented to an international jury of 12 manufacturing and digitalisation experts and won the 2021 Microsoft Intelligent Manufacturing award in the Innovate! Category
• Identified further time savings and quality improvements opportunities; for the Optical Blade implementing optical recognition, machine learning, and deep rural networks to automate the process of measuring the placement of glass fibres in the blade mould; lead and completed the patent protection process; saving approximately €6M annually due to production time saving, reduction in quality defects and in some factories a significant improvement in takt time often exceeding 20%
• Optimised stakeholder management and communication in a digital workspace setup due to COVID; established best practices for workshops utilising different systems, such as Miro; improved overall interaction and collaboration across the DVL of over 200 staff

Responsible for spearheading the delivery of construction procedures for international offshore wind projects in Europe, Asia, and the United States to ensure successful completion within scope, timelines, and budget. Reported to the Head of Project Certification, supervised an international cross-functional team of 24 members, and controlled a €1.5M budget per year.

• Lead the design and implementation of an entirely new internal management system for the team; facilitated value stream mapping and creation of distinct roles; implemented project management practices, reporting, and scope/budget controls; enabled the team to deliver subsequent projects 3+ months earlier
• Led the implementation of a document management system (CMS) and approval processes; performed value stream mapping and developed AS-IS and TO-BE processes; established a stage-gate model to identify and resolve issues before further work; identified staffing needs to improve communication across all project phases; resulted in running 15 projects concurrently vs 10 previously with the same head count (50% improvement).
• Facilitated all aspects of the interview, selection, and onboarding process of 7 FTE based in India that were temporarily located in Denmark to meet the business’ staffing needs; held cultural awareness sessions to equip staff with knowledge and awareness of colleagues and clients’ cultural identity; and therefore established a high-performing team while reducing overhead by 25%
• Conceptualised a new documentation digitalisation system; created a strong business case and gained buy-in from the executive team for €100k of funding to develop a PoC; held multiple workshops with internal customers and developed a wireframe of the solution; prototyped an iPad app to demonstrate the value proposition of the new setup; this was introduced to the UK HSE and was considered the best practice in the industry

Responsible for driving improvement projects to boost the company’s transparency and execution effectiveness, achieve operational efficiency, and ensure on-time project deliveries. Reported to the Head of Business Support, oversaw 12 senior staff and 8 task force personnel, and controlled a budget of €1M.

• Selected to participate in the Siemens Top Talent program and elected as Executive Project Manager; directed a task force of 8 personnel to solve time and safety-critical UK project documentation improvement; ensured successful delivery within timelines and standards set by the UK government authority
• Drove process improvements and set up an Internal Management System to support staff; developed a project development process (PDP), reducing the technology development time by 25% or an average of 4 months
• Assessed processes using value stream mapping and Business Process Management (BPM) to define better approach; established and mapped departmental procedures in process house to task management workflows; applied six sigma and root cause analysis to identify defects found and implement the proper course of action; improved the business process systematically and routinely, this reduced department team costs by an average of 15%