John Mather

John is a Small Business Consultant in Kent / East Sussex - working with SME owners in Kent, advising them on Productivity, writing business plans and strategy plans & how to upskill the business’ performance management:

emcassociates.com

John advised on how to reform the PPA contracting processes, to integrate the settlement processes, set up a risk management unit and redesign the PPAs to streamline their administration to make the contracts more efective and the staf much more eficient in processing and managing the PPAs.

projects and managing junior Project Managers on other PPM departmental projects in preparation for a 2014 privatisation. John led several IT/BPR projects himself, training locals on how to develop, manage and implement BPR projects. Q1 Tenterden Chamber of Commerce Design/Implementation/Launch of Tenterden Loyalty Card

Applications & Queuing Policy, a new regulatory framework for connecting power stations and major customers to the main transmission network, which required us to identify all the internal changes to make the new AQP regulations efective.

Lead Project Manager for BPR, financial and changes to working practices Projects for 104 gas teams, I achieved my 12 month target in just 6 months, by standardising the stock control system, recovering excess stock and leading workshops to retrain staff.

Merger of Northern Ireland & Republic of Irelands electricity markets, where John led the customer service team in managing a reduction in the response time of three IT teams from 4 months to 2 days, to enable the whole market to Go Live successfully on 1 st November, for over 20 energy companies.

As part of the three-man team, John initially helped set up and establish the Euro Arab-Mashreq Gas Market Project. As the Projects Gas Market Expert, helping to organise the building / financing of a 2, 000km gas pipeline from the Middle East to the EU, John either co-wrote or managed the individual strategy plans and required legal changes for 4 Arab countries utilities.

John led / manged a 3 EY teams at the State-owned oil company Saudi Aramco, where he was responsible for setting up a PMO inside Aramco and implementing a new financial system for a $6Bn JV with Sumitomo and the supporting training, financial procedures and job specs for all the finance staff.

John advised several energy companies on integrating contract and risk
management operations in the competitive utility markets. Key activities he advised on, wrote, contracted for included:
• John worked with Alcoas two smelters to demand side bid 150MW of capacity into the market.
• Formulation of various risk management frameworks, negotiating practical commercial arrangements and innovative contract structures;
• Leading complex contract negotiations including co-generation and aluminium smelter contracts, customer demand reduction schemes and fuel supply agreements; and
• Chairing/directing cross-functional strategy meetings to assess performance, report progress against operational, strategic and financial targets. Long Term projects included Client Due diligence on gas privatisation/finance Investment Bank Demand Side Management Policy Victorian Government BHP/Esso gas contract price arbitration Gascor (Gas supplier)

John supported the State Governments Energy reform & privatisation programme, which involved:
• Acting as Board Observer for the State Government for several Government owned companies prior to their sale / dissolution and writing the Information Memorandums;
• Restructuring the States gas utility with 3, 000 people, creating ten separate gas businesses and selling them by international tender for $6bn, three times asset value
• Coordinating the response to a gas explosion when 3 million gas consumers were cut of one Spring weekend in 1998 from the gas managers ofices; and
• The World Bank latterly accredited Johns team with the only ever successful Power Purchase Agreement contract termination for the 1, 000MW Loy Yang B
power station.

Seconded to the Victorian Governments Department of Treasury & Finance PMO to reform and privatise the States electricity generators and write all the Information Memorandums. This involved:
• Privatising 6 power stations for $12Bn to various bidders by trade sales.
• Negotiating with four other Governments on the regulatory framework and market rules of the National Electricity Market (NEM) on behalf of the Victorian State Government.
• Sitting on the Inter-Government electricity market design working group, to accelerate approval of the electricity market rules and regulations, negotiate the seamless entry of the Victorian electricity industry into the NEM and allay public system security concerns.