General Manager
Alderley
مجموع سنوات الخبرة :0 years, 0 أشهر
Reporting to the Chief Operations Officer, I have complete P&L responsibility for the Saudi Arabian business,
focusing on capital equipment manufacturing into Saudi Aramco and EPC’s. Oversee the running of two
manufacturing facilities located in Dammam, with a complete team of 90 personnel.
Focus on ensuring the business diversifies into otherprofitable product lines within its engineering capability in-
kingdom, whilst driving towards IKTVA in line with vision 2030.
Guide the businessthrough a rapid period of expansion, which has seen the business growits revenue from $5m to
$30m in under 2 years.
PROFILE
Oil & Gas Director/Executive
Subsea - Drilling - Measurement - Valves
OPERATIONS ° SALES ° EXECUTIVE MANAGEMENT
EUROPE ° WEST AFRICA ° EAST AFRICA ° MIDDLE EAST
CHRIS CHAMBERS
Ensuring the business is securing profitable backlog, providing a healthy and sustainable future through the next 2-3
years of market expansion.
Key Achievements to date:
• Increased annual revenue from $5m to $30m in under 2 years
• Increased backlog of profitable business from $3m to $45m in under 2 years
• Increased in-kingdom team from 25 to 90 employees, whilst maintaining Saudisation Platinum Status
• Doubled the annual profit budgeted for FY
Reporting into the Petrofac SVP, I had overall responsibility for the day to day running of Scotvalve Services Ltd who is a
leading provider of drilling pressure controlequipment repair and recertification. Brought on board to see the business
through a rapid period of expansion in facilities and personnel.Growing the business from£4.8m to over
£8m revenue in 12 months.
Responsible for overseeing the operationalside of the business, dealing with drilling and surface pressure control
products, both from a repair and certification standpoint, to newmanufacturing in line with API guidelines.
Development of each department in the businessto ensure a rapid period of growth could be sustained, including
hiring of new personnel, training and implementation of new systems and processes.
Development of all businessunit reports &forecasts, including P&L, capital expenditure, sales, operations &
production utilisation.Presenting monthly business progressreports.
Key Clients: ~ GE ~ NOV ~ CAMERON ~ FMC
Reporting into the Executive Board I had initial responsibility for developing & executing the market entry strategy within
the Middle East region. Initial creation and fostering of local partnership agreement with ADNOC subsidiary company
within Abu Dhabi. Following a major technicaland commercial tendering process and subsequent $50mdrilling waste
management contract award with ZADCO, I had responsibility for establishing the TWMA Middle East business unit
including, legal establishment, manufacturing supply chain development & recruitment of operational, engineering,
logistics and quality support teams.
Full P&L responsibility for a businessunit that has grown into an $8m establishment with a contracted back-log of
revenue flowing through the next 5-7 years. Day to day management of the business unit onshore support team,
ensuring all engineering, manufacturing & operationalactivities are in line with company guidelines and client
contracts.
Development of all businessunit reports &forecasts, including P&L, capital expenditure, sales, operations & manpower
utilisation. Presenting key monthly & quarterly business unit progressand activity at monthly executive teammeetings.
Key Clients: ~ EXXON MOBIL ~ ZADCO ~ ADMA ~ ESNAAD
OPERATIONS ° SALES ° EXECUTIVE MANAGEMENT
EUROPE ° WEST AFRICA ° EAST AFRICA ° MIDDLE EAST
CHRIS CHAMBERS
Brought onboard to manage the company’s global operations and implement strict operationalguidelines to ensure
optimum service delivery and profitability through a time of substantialgrowth for the company.
Day to day management of the businessoffshore operationalactivities and onshore support facilities. Drive the overall
uptime of operationalequipment through solid monitoring and maintenance procedures.Responsible forthe supervision of
operations managers, onshore site managers & maintenance supervisors.
Responsible for new build equipment programs in line with industry standards.Management ofmajor equipment
maintenance regimes to ensure compliance with contractualrequirements, on time delivery and in budget.
Direct communication with executive board regarding all financial forecasting, yearly budget creation and the
company’s’long term operating strategy.
Key Clients: ~ BP ~ EXXON ~ MAERSK ~ CHEVRON
Internal Promotion)
Commercial and operational responsibility for Cameron Angola Aftermarket activities onshore and offshore, totalling over
$20m of annualrevenue.Lead and guide the subsea installation and commissioning teamto ensure all subsea equipment
including xmas trees, HPU’s and large hydraulic & electrical jumpers are installed and commissioned in line with oil
production timelines and supplied in accordance with company’s project execution framework.
Key focal point between Cameron Houston & Angola regarding local content tendering and proposals to ensure technical
and commercial submissions were competitive whilst profitable. Overseen major in country SIT’s of subsea xmas trees,
SCM’s and associated running tools.
Implemented aftermarket performance feedback systemin country to align service delivery with customer
expectations.Closely monitored operationalrisk and major project cost exposure in country to maximise profit.
Analysis ofWIP costs, ensuring allopen orders were planned for completion and revenue was recognised in a strict
timeframe. Implemented Cameron corporate work order guidelines to ensure the business was systemcompliant from
initial quotation, through to revenue recognition.
Key Clients: ~ BP Blk 31 ~ EXXON Blk 15 ~ SONANGOL
Internal Promotion)
Responsible for subsea equipment and personnelaftermarket activities in the UK for clients BP & Chevron. Day to day
communication with client regarding upcoming offshore campaign requirements. Ensuring alignment with internal
departments regarding necessary equipment maintenance, testing, pre shipping checks and SRT’s.
Continual monitoring of client owned assetsto ensure routine maintenance and preservation was being carried out and
invoiced in line with contract guidelines.Owner of all customer NCR’s & FPR’s relating to equipment or personnel
performance. Analysis ofcritical spares for the client to ensure no operationalrisk was posed forupcoming campaigns due
to shortages.
Ensuring all operational, financial and procurement activity relating to the project was controlled through SAP R3
management system.On time revenue recognition and customer receivables monitoring.
Key Clients: ~ BP ~ EXXON
CHRIS CHAMBERS OPERATIONS ° SALES ° EXECUTIVE MANAGEMENT
EUROPE ° WEST AFRICA ° EAST AFRICA ° MIDDLE EAST
courses: SVQ Level III – Mechanical & Electrical Systems & Diagnosis – Scottish MechanicalInstitute,Glasgow Professional Certification in Microsoft Modules, Excel, Word,Power point