Charles Le Rougetel

Sr. Project Manager
Upon conclusion of my preceding role in Kenya (see below), assumed a Head Office role in DNV GL’s Energy headquarters on a range of Energy Advisory projects, which have included:
▪ Performed a detailed review and assessment of a costly construction acceleration plan, requiring extensive use of helicopters, to retrieve a badly-delayed 240kV transmission line connector to a new 170MW wind farm in Chile; ran a series of detailed workshops with the Owner’s EPC contractor to substantiate/probe the feasibility of the plan and worked with the combined EPC-Owner’s team to develop a realistic plan that included extensive contingency and mitigation planning.
▪ Performed a detailed financial and economic benefits assessment of completed €340m transmission & distribution projects in Azerbaijan; which formed the basis for the subsequent approval of the second tranche of upgrade projects;
▪ Took over management of DNV GL’s High Voltage Emergency Restoration Transmission Tower product line, winning the largest ever contract for the system from a major European Transmission System Operator; developed the product management plan and spearheaded the systematization of the product offer to facilitate global expansion of the product.

Project Director - Lake Turkana Windfarm Connector & Substation Project
Responsible for managing the full program of engineering, procurement and construction of the 436km double-circuit 400kV transmission line connecting the largest wind farm in Africa near Lake Turkana, (350MW, developed by Lake Turkana Wind Power to the national grid, including the engineering, procurement, construction and commissioning of the 400kV substations at either end..

Transmission Line Management
• Within a few months of taking over the project, it became increasingly clear that the Transmission Line EPC team lacked the experience to execute the project to schedule and acceptable quality standards and would require extensive support, coaching and direct intervention to complete the project successfully.
▪ Designed and implemented a contractor mobilization stage gate process to ensure that construction for each section of the line had undergone a constructability review, that all technical documentation were ready for issue and that the sub-contractors themselves were ready;
▪ Designed and implemented radical, detailed acceleration plan, mobilizing an additional 25 civil works, tower erection and stringing teams, working closely with the National Cabinet Secretary, the Principal Secretary and the client CEO to accept the plan and approve the additional funding required from the National Treasury;

Substation Management
• Led the development of the site civil works construction plan as soon as it became clear that the sub-contractor did not have the skillset to do so; maintained regular site visits to oversee the plan and ensure that the plan was being worked; worked closely with the Siemens PM and CM on schedule and quality management;
• Worked with separate Siemens and Ketraco teams to clear the long snag list of outstanding items on the substation at the southern end of the line and to plan and manage the resolution of longstanding issues that had previously prevented the in-out transmission lines to be brought in to energize the new substation (construction of which was managed by my predecessor);
• Worked in close coordination with Siemens to develop a staged commissioning plan that hinged on a series of eight separate outages to the main trunk transmission line on the Kenyan grid; won approval of the plan from all affected stakeholders

Wayleave Acquisition and Resettlement Action Plan (RAP) Management
Imposed project management discipline: organized recurring wayleave coordination meetings with the client’s land economists and LTWP’s RAP team, to identify issues along the wayleave and focus efforts on clearing constructible sections of the transmission line;

Contract Management
Prepared highly detailed analyses and rebuttals to all EPC-submitted claims for both the transmission line and the two substations, including a project delay claim by the T-Line EPC for €33million (over 20% of the original contract price);
▪ Upon the transmission line EPC contractor’s termination by the client in late 2017, following their filing for bankruptcy protection, performed complex analysis of key materials remaining to be ordered, based on a detailed remaining scope analysis prepared on my instructions by the DNV GL field team shortly before the EPC’s termination by the client; liaised with multiple key suppliers for tower materials, insulators, conductor and OPGW to ensure that the correct types and quantities of materials could be ordered, working closely with the client team to develop a workable procurement plan;
▪ As DNVGL’s resident Project Manager, held full P&L responsibility for DNVGL’s contract with Ketraco, managing a fleet of 10 project vehicles, 12 locally-contracted field engineers, two office staff, remote camp vendor and a range of local vendors supplying services and equipment to the project

Full P&L and operational responsibility for a highly complex, regional portfolio of 18 projects, consisting of new 138kV transmission lines, new 240/138kV substations, 138kV sub-station refurbishment and 240/138kV transmission line salvage and rebuild projects, valued in excess of $400million, from project inception to engineering, procurement and construction.

Project Development
Created and implemented unprecedented project setup & planning process, integrating owner and EPC teams, breaking down internal silos and the “us vs. them” mentality to improve the quality of financial estimates, project execution plans, and engineering design
• Working with the core EPC team, developed Level-4 construction schedules (in Primavera P6) at the project setup and planning stage to provide an accurate basis for project estimates, contingency planning and procurement planning;
• Performed detailed risk/contingency analysis and created associated analytical tools to refine the cost estimates and take into account specificities of each project not typically considered by the estimating team; vetted project scenarios through Monte Carlo analyses, presented and defended project plans at each stage to senior executive management.

Integrated Project Engineering & Procurement Management
• Implemented and chaired weekly engineering meetings between EPC and Owner engineering teams (substation electrical, civil, transmission lines, P&C, telecom) to control scope changes, monitor progress, identify and solve concurrent engineering issues and ensure that engineering was completed within budget, on schedule
• Encouraged out of the box thinking by both EPC and internal engineering teams to develop innovative solutions to overcome design constraints, such as DC 240/138kV monopole designs, triple circuit configurations, and duct-bank 138kV underground sections and then convincing the Alberta System Operator to buy in to unconventional solutions
• In tandem with the EPC team, developed a robust sub-contractor procurement plan covering lines, electrical, civil, P&C and support services, to maximize economies of scale, manage risks and minimize the potential for construction change orders
• Worked closely with EPC team to develop a detailed turn-key request for proposal (including technical specifications and detailed commercial requirements) for a high-profile, highly political underground project within a major urban centre; managed the process up to tender award and through construction

Construction & Change Order Management
• Designed and implemented a robust construction management and control organization consisting of Construction Managers, Site Coordinators, Outage and Crossings Planners, Schedulers, Cost Controllers, Health and Safety Specialists, Field Engineers, Supply Chain Coordinators, Project Managers and Clerical staff.
• Introduced and implemented leading-edge Workface Planning methodology across the program to improve productivity, safety and financial performance, reduce administrative burden on the construction teams and facilitate earned value reporting; system rolled out successfully to EPC & Owner construction management teams and to all contractors and sub-contractors
• Conducted detailed pre-construction site-survey planning exercise involving owner and EPC construction and project management teams to flush out constructability issues, improve design, refine the construction plans and develop detailed project site maps to bring environmental, safety, logistical and access issues to light before construction start
• Oversee the construction program, trouble-shooting issues, reviewing daily construction reports from subcontractors and AltaLink field construction crews and closely manage and negotiate all construction change orders

• Designed and implemented improved project management and project controls processes as part of the configuration and roll-out of Primavera project management, contract management, portfolio management and project dashboard systems at major Oil & Gas, Utility and Government clients;
• Engaged to provide executive leadership, business management and strategic direction to a growing business, developed the business’ strategic plan and sales and marketing plan; led the product launch of Oracle-Primavera’s Project Portfolio Management application into new, C-Suite market segments
• Delivered Oracle certified training in Primavera P6 Project Management to classes of up to 16 students from the Oil and Gas, Petrochemicals and Construction industries in Canada, the Caribbean and the Middle East

Project-based manufacturing division, producing mobile sub-stations and large electrical houses for Oil & Gas, Mining & Utilities clients. Led direct and indirect team of 150 staff and contractors; accountable for total project cost base of $45m. Appointed to revitalize, reorganize and professionalize the project management function at ABB.
• Designed, initiated and implemented comprehensive overhaul of the firm’s Project Management function, comprising complete process redesign (from project initiation to project close), development of project controls system (scheduling, document control, risks, financials, reporting) and mentoring the project management team
• Appointed by Senior ABB Canada Management to rescue failing $20 million, nine-building electrical house project for Royal Dutch Shell, accounting for 45% of total divisional annual revenues
• Developed comprehensive turnaround program to deliver all buildings to the client on time, to program cost and quality specifications; reduced projected within-year losses from $6m to break-even
• Managed new engineering consultancy team to resolve core technical faults; managed all supplier and sub-contractor relationships to resolve serious delivery and quality issues
• Designed and implemented comprehensive project controls program, encompassing project schedules, actuals tracking, project reporting, RFI management, design documentation & change management, EH&S, QA/QC and cost control
• Took ownership of client relationship & project status reporting to improve client satisfaction dramatically and re-establish a constructive client-vendor relationship
• Re-organized construction site, implementing new processes, from design change control, procurement, quality assurance to earned-value tracking
• Prepared, managed and negotiated extensive retrospective change order package for multiple oil sands projects, to obtain client payment of over $8million after buildings had already been delivered

Big-4 Consulting Practice, providing Process Improvement, Performance Management, Sarbanes-Oxley and Information Technology Advisory to top-20 Canadian Oil & Gas, Petro-Chemical and Transportation clients.

Senior Project Manager - Consolidation Diagnostic & Process Improvement Project
• Led senior team in diagnosing the corporate consolidation process and information management processes at the world’s fourth largest petrochemical corporation, across Canadian, U.S. and Latin American divisions
• Recommendations to streamline the organizational structure, rationalize consolidation processes and harmonize reporting and data management systems accepted in their entirety by the client, resulting in a reduction in the monthly consolidation cycle from an average 28 (extended) days to 15 (eight-hour) days

Lead Consultant - Finance Organization and Process Improvement Project
• Initiated, managed and delivered a comprehensive organization review and process improvement project for one of Canada’s largest independent film studios, to reduce financing costs, improve efficiency and streamline the organization
• Redesigned the company’s film tax credit application and tracking processes, achieving settlement of over $20m of outstanding federal and provincial film tax credits

Global Project Management Methodology Development (internal initiative)
• Appointed to reinvigorate stalled New York-based Global task force charged with developing EY’s worldwide project management methodology for both its Consulting and Audit Practices; led re-development of project management processes, documentation, templates and training materials for EY’s consulting and audit staff; produced and delivered project management training workshops for the Calgary Consulting practice

World’s largest contract catering company, operating in 176 countries in Corporate, Medical, Education, Remote Site and Retail food service sectors. Working at the Corporate C-Suite level, led successful major business transformation initiatives in Corporate HQ and Compass subsidiaries in France, Italy, Switzerland and Germany, including business turnarounds, disaster recovery, merger integrations, project rescue and process improvement programs.

 Appointed to rescue failing global risk compliance project crucial to the corporation’s Sarbanes-Oxley certification; re-chartered the program, established clear objectives, scope, resources, schedule and assembled program team
 Kicked off and led the successful implementation of the compliance system across seven global divisions; completed the rollout in six months. Program recognized by the system supplier as the most successful implementation of its kind world-wide

Business Transformation Consultant (Mitropa Roadside GmbH, Frankfurt, Germany) Feb. - Nov. 2005
 Led comprehensive business turnaround program following acquisition by Compass Group of a 30-site German motorways services business, turning a loss-making operation into a profitable business within ten months. Designed, built and successfully rolled out the company’s first ever daily sales and cost reporting system aimed at bringing personnel and product costs under control; system subsequently rolled out across 250 Rail outlets
 Managed budget and quarterly forecast process, including the rollout of new budgeting and reporting processes to the individual units; developed controlling and reporting tools, subsequently adopted by Mitropa Rail resulting in closer control of cost of sales and personnel costs across the business

European Liaison (UK-based) Sept. 2004- Jan. 2005
 Reporting to the General Manager of Moto UK ($1.1bn in sales p.a.), acted as liaison/trouble-shooter during extensive new business and organizational development activities in France, Germany and Spain

 Designed and implemented new management reporting standards and variance analyses for Italian, Swiss and Polynesian subsidiaries to focus on key profit drivers and improve transparency of business performance; coordinated quarterly & annual budget process
 Managed the Major Risk Assessment and contingency planning process for the Western Division, encompassing four countries and $1.5bn in sales; briefed the Business Unit senior management teams on the process and coached and mentored the BU teams in their risk management analysis and planning

 As personal representative of the Western Division Finance Director, managed major integration of Onama Group of companies ($700m sales p.a.) and Compass Italy ($120m sales p.a.), covering finance, accounting, supply chain, IT integration, sales and marketing areas; completed all integration activities ahead of schedule with less than anticipated disruption to daily operations

As a result of the success of the Finance Disaster Recovery project (below), requested by the country CEO to lead the Finance transformation at Compass Group France. Failure of this project would have resulted in the insolvency of Compass France and potentially Compass Group plc as a whole
 Successfully designed and managed the wholesale reorganization of Compass France’s Paris & Marseilles accounting divisions (encompassing comprehensive process reengineering; IT systems change and employee training programme) thereby re-establishing financial control following a mismanaged centralization initiative and total loss of financial control.
o Performed detailed current state analysis to establish root causes of issues; worked with senior and junior management (VPs down to data entry clerks) to design a new organizational structure, IT systems, data flow and financial governance and controls, including establishing separate remediation teams to tackle one-year backlogs of untreated financial transactions
o Delivered comprehensive realignment of job responsibilities within the new processes and organizational structure, through extensive change management and training for employees to succeed in their new roles; project delivered without strikes or Union protests, despite scope and scale of change - approximately 10, 000 employees directly impacted across France

 Led a corporate team seconded to Compass Group France to retrieve a total loss of financial control following a disastrous IT systems implementation and botched centralization; developed the finance and accounting remediation plan, co-ordinated its implementation and secured audit sign-off on the Company accounts

Pan-European SAP project (Finance Systems)
 Developed, planned and implemented an SAP financial systems training roll out across six countries / 21 entities, to deliver conversion to SAP.

Euro Readiness project (Cross-functional project)
 Conducted initial enterprise euro-readiness review; established project objectives, resource requirements and planning and implementation schedule; successfully promoted Board level business case for a major and systematic pan-European review of euro preparedness
 Initiated comprehensive value chain analysis across the Eurozone; formulated and managed specific plans and schedules for euro compliance remediation work for seven EMU countries to deliver readiness for introduction of single currency

Project Manager - Celebrex Product Launch (Marketing)
 Managed strategic and tactical aspects of DM30million major product launch (Celebrex), including product branding, promotional strategy, sales force strategy and implementation and co-ordination

Project Manager - Euro Conversion (Business Finance Group)
 Established cross-functional euro conversion project teams, and managed program of DM-to-euro conversion projects
 Conducted comprehensive analysis of the management accounting system; proposed detailed case to Business Finance Director for adopting activity-based costing in selected areas on a pilot project basis

Geotechnical and post-tensioning systems and engineering, with offices in 31 countries

Project Logistics & Administration Manager
 Organized and managed logistics on a major hydroelectric dam upgrade in Belize, Central America: sourced materials and equipment from Europe, Canada, the United States and Mexico; as lead person in Belize, co-ordinated activities with the client, government authorities and corporate HQ in Chicago; managed project finances, customs broking, material and equipment procurement; recruited local personnel; closed down the project when construction phase successfully completed

Marketing Co-ordinator
 Designed new strategic marketing plan and promotions strategy for western Canada; managed new product line; designed, wrote and produced technical engineering brochures for use in the USA and Canada