Kaushik Roy

• Responsible for developing and implementing the marketing strategy and sales plan for Iraq across the entire portfolio of Schlumberger offerings.( 16 business units) Achieved revenue in excess of 500M$ in 2014 prior to the current industry downturn. Custodian of the 5 year strategic business plan for Schlumberger in Iraq.
• Developed and managed the tender submission process and oversaw more than 100 tenders worth > 4 Billion US$ over the past two years. Achieved a tender win rate of 65%.
• Prepared our negotiating strategy and led negotiations for complex contracts, especially for large Integrated Tenders (50-200M$ each) for well construction on a lump sum turnkey basis, which carried considerable inherent risks. Improved the Contract Compliance Rating score for Iraq by 20%.
• Supervised and managed the entire sales, account management and contract teams for Iraq comprising 45 people across the 16 Schlumberger product lines.
• Led the country level initiatives for the merger of Schlumberger with Cameron and prepared the revenue and cost synergy roadmap for Iraq.
• Led the Global Sales Transformation initiative locally for Iraq including the roll-out of the new online sales management portal C4C: Cloud For Customer. Achieved 100% of our roll-out objectives within the deadline.

• Set up the Schlumberger business in Kurdistan from scratch. Established our operating entity, built up the team from 30 to 250 people, and introduced all the Schlumberger product lines over 2 years.
• Created and implemented a market entry strategy for Kurdistan. Grew revenue from 20M$ in 2011 to 300M$ in 2014.
• Managed all aspects of the business - including PnL management, business forecasting and planning, marketing strategy definition and implementation, customer relationship management, operational integrity and service delivery, staffing and recruiting, and security management.
• Successfully positioned Schlumberger as the dominant service company in Kurdistan, growing our market share from <10% in 2011 to 54% in 2 years, displacing our competitors who were well entrenched since 2007.
• Managed senior level customer relationships across entire client base of > 30 operators, ranging from small independents to the super-majors (XOM, CVX, TOTAL etc.)
• Prepared and implemented a comprehensive Ministry engagement plan which positioned Schlumberger as a trusted business partner with the Ministry of Natural Resources and translated to significant business advantages. ( direct visas in our name, cross border equipment movement approvals, partnership for a national data repository etc.)
• As the POA holder for Schlumberger, was responsible for full compliance with all regulatory requirements. Successfully cleaned up all legacy issues and implemented a robust process to ensure 100% regulatory compliance.
• Responsible for managing the security and safety of all 250 employees through some very challenging times and situations. Managed to convince internal stake holders to convert Erbil into a family assignment. This was crucial for attracting the right talent and a key enabler for our explosive growth.

• Hand-picked by our Deputy CEO as a part of a company-wide initiative to select top-performers from the business units and get them to lead Supply Chain in order to elevate the profile of the function and transform it into a key business-enabler with a strategic vision rather than being a mere transactional entity.
• Led a team of 56 supply chain professionals, and managed the four verticals of Procurement, Logistics, Materials Management and Facilities Management while enabling the 14 Schlumberger product lines generate revenues in excess of 400M$ for the Indian Sub-continent ( India, Sri Lanka and Bangladesh)
• Transformed the supply chain team by infusing a sense of business awareness and accountability. Created a mind-set of treating the 14 Schlumberger business units as internal customers. Bridged the gap between operations and supply chain by implementing a system of scorecards, KPIs and regular performance reviews with the business units.
• Handled three large ONGC Deepwater and Shale Gas tenders(100-500M$ each) for our Integrated Project Management business unit. Drove the procurement strategy for third party services like supply vessels, helicopters, shore base, rigs etc. which comprised more than 50% of the total tender value and determined the tender outcome.
• Prepared and implemented a facility consolidation plan- bringing down our facility count from 24 to 16, and resulting in annualized cost savings of 800K$.
• Set up the logistics infrastructure to support a new country entry and start-up - in Sri Lanka for Cairn Energy’s exploration project . Despite the challenges associated with a new country start-up involving hazardous materials like explosives and radioactive sources, all project deadlines were achieved.

• Ran the wireline logging business in Yemen - managing a team of 120 people, serving a client base of 18 customers. (NOCs, IOCs and Super-majors)
• Grew the business from 18M$ to 35M$ in 2 years while improving profitability from 35% to 39%.
• Increased market share from 67% to 75%, and our service quality and safety KPI scorecard by 12%.
• Successfully ran and completed the first ever offshore project in Yemen - for Oilsearch in 2008.

- Represented all Schlumberger business units
- Positioned Schlumberger as a trusted partner within Cairn.
- Grew the account by 80% and secured contracts for 3 business units for the first time ever with Cairn.

• Ran the pan-India wireline business - growing it from 14M$ to 20M$, thereby gaining 12% market share.
• Managed a team of 80 employees distributed across 5 different operating locations across India.

- Worked as a wireline logging field engineer, in 4 countries across Asia Pacific.
- Managed remote operations in challenging locations, ranging from tropical rainforests, to offshore rigs.
- Delivered flawless services to oil and gas companies ranging from NOCs, to international oil companies.