Fractional Executive driving strategy within a ~$80M family-owned business. Full P&L responsibility for delivery of projects 24/7. Driving operational excellence across the business and aligning all functions towards a pathway to $200M. Responsibility and accountability for ~200 staff across Operations and Engineering, delivering right first-time project implementation via Lean Daily Management principals. Working across all function. Leading transformational efforts around Sales, Engineering, QA/QC and safety function to drive next phase of growth across the business.

Brought in to reposition a legacy offshore oilfield OEM toward new energy markets, I led a full strategic realignment of product, engineering, and technology direction during a period of major industry transition. My mandate: modernize the portfolio, open new revenue streams, and create a credible path into CCUS, geothermal, hydrogen, and next-generation well solutions. I rebuilt the R&D and engineering organization into a market-facing, commercially accountable innovation engine, directing a 60-person team with a $15M annual budget. I defined global market strategy, identified high-value segments, and stood up a new Energy Transition business unit — taking it from zero to >$20M revenue in under 24 months and building a >$75M pipeline for 2025–2026. High-impact outcomes: • Created an entirely new market vertical that diversified company revenue beyond offshore oil & gas • Shifted R&D from inward-focused development to customer, ROI, and payback-driven innovation • Reorganized engineering leadership, introduced new KPIs, and installed scalable governance models • Co-led an $80M technology acquisition and directed early-stage integration to accelerate commercialization • Became the external face of the company’s ESG and energy transition messaging This role demonstrates my ability to help companies — especially industrial and energy OEMs — pivot into new markets, monetize technology, and build growth engines that meet the demands of changing energy landscapes.

Recruited to build a new global subsea controls revenue stream, I combined commercial strategy, product leadership, and operational execution to unlock high-value market segments and drive growth in a historically slow-moving part of the business. This role blended fractional-style responsibilities: standing up a new business line, defining market entry, aligning engineering, and creating the commercial pipeline from scratch. I led Dril-Quip’s first major outsourcing initiative, negotiating a strategic manufacturing partnership that delivered ~$30M annual cost savings while simultaneously opening ~$70M in new revenue opportunities — a material structural shift in the business model. I then expanded the remit to new energy markets, shaping the company’s early CCUS, geothermal, hydrogen storage, and methane abatement strategy. The success of this work directly led to my promotion into the VP role overseeing the full Energy Transition pivot. Key outcomes: • Opened and grew a brand-new subsea controls business line globally • Built the commercial pipeline, customer engagement model, and product positioning from zero • Delivered multimillion-dollar EBITDA improvement through strategic outsourcing and partnership • Positioned core subsea technologies for adjacency entry into CCUS, geothermal, H₂ storage, and methane solutions • Created the commercial traction that justified elevating energy transition to an executive-level portfolio For fractional clients, this demonstrates my ability to start new business units, restructure cost models, build partnership ecosystems, and generate revenue in under-developed or emerging segments.

Promoted to rescue profitability across a $1.2B subsea projects portfolio, I acted as a transformation specialist embedded within the business to identify margin leakage, eliminate waste, and redesign delivery models. This function operated very much like a fractional transformation office — dropping into complex, underperforming programs and fixing structural issues fast. With oversight across multiple global projects and a $15M operating budget, I led cost-reduction initiatives that delivered >$100M in savings despite low-margin commercial terms. I aligned incentives across engineering, supply chain, finance, and project management so that every team benefited directly from operational efficiency and value capture. Impact delivered: • Rebuilt project financial discipline, improving forecasting accuracy and margin recovery • Installed cost-to-complete, risk mitigation, and early-warning systems across active subsea projects • Identified multimillion-dollar savings opportunities through redesign of processes, materials, and delivery models • Created repeatable frameworks to improve execution quality and mitigate overruns • Drove cross-functional collaboration between engineering, operations, and commercial teams This role showcases my ability to step into a business — or a struggling portfolio of projects — and quickly stabilize margins, restore operational discipline, and drive material EBITDA lift, which is exactly what fractional executives and PE-backed companies need.

As Global Engineering Executive Director for a $400M subsea controls division, I led product engineering, software development, and multi-region delivery for one of the most technically complex portfolios in the offshore industry. My remit mirrored a fractional CTO or VP Engineering assignment: stabilize the product line, accelerate development, and align the organization with market needs. I managed a team of 250 across the UK, US, Poland, and India with combined budgets exceeding $110M. I built and executed a market-aligned product roadmap that improved competitiveness, expanded the installed base, and significantly increased recurring revenue streams. Under my leadership, the services business grew 50% in 24 months — from $40M to $60M — by focusing on lifecycle value, modernization programs, and customer-driven upgrades. I also led the full-cycle design, engineering, and delivery of 35 subsea control systems for the largest-ever Mediterranean subsea gas project, a defining technical achievement for the company. Major outcomes: • Built a global engineering structure capable of scaling rapidly with market demand • Implemented a disciplined product development strategy tied to real customer requirements • Grew recurring and replacement revenue by 50% through targeted services initiatives • Oversaw delivery of a multi-country, multi-year mega-project (Egypt’s Zohr development) • Established governance, KPIs, and technical processes that improved reliability and quality This role proves my ability to step into complex engineering organizations and quickly build structure, improve throughput, drive innovation, and align technology investment with commercial opportunity — the core of fractional technical leadership.

Chartered Engineer

Institute of Mechanical Engineers

2002

Credential ID: 513697