Client Network
Tier I clients across MENA and APAC Clients include SAUDI ARAMCO, SABIC, S OIL, MOTIVA, SINOPEC, PETRONAS, JXTG Nippon Oil Energy, PERTAMINA, CNPC, Chevron Canada, BASF, DuPont, DEWA, ENOC, Dubai Supreme Council of Energy.
Background
He is the leader of the Firm’s OG&C practice and the Global Lead Partner for Saudi Aramco His extensive international experience includes advising most of the leading NOCs and Supermajors on large scale transformation, PMI and Business Turnaround for energy and infrastructure clients across EMEA, Canada and APAC He serves as an advisory partner to the World Green Economy Organization ( and sits, as advising expert on the World Bank’s Benchmarking Group A citizen of Canada and holder of Golden Visa in UAE.
Previous Career
Consulting Partner, CEO, Board Advisor and Senior Executive with a number of multinational companies including Altus origin, PwC, Harris Telecom, Bank of Jordan Group of Companies, Halliburton, Larsen Toubro, Sapura, SAIC and Citigroup spearheading strategy transformation and growth.
Functional Expertise
His 20 years of functional experience in strategy and business operations, digital transformatio n JV operating models and separation structuring, corporate and performance transformation programs He is recognized for his expertise in designing and delivering multi year cost reduction, capital efficiency and operational excellence programs for IOCS and NOCs in Downstream segments Successfully led four of the largest M&A and IPO readiness support programs, and recently, led an industry game changer Petchem acquisition in MENA.
Recent Project Highlights
Supporting a Major Transformation through Downstream carve out: Helping a major OG&C client company through a comprehensive global carve out of their Downstream business ( global asset base, commercial separation, contract redesign between Upstream and Downstream, IT, etc Transformation spread over a period of 2 years, resulting in a major tax savings ( and performance improvement of more than 340 million.
Refining Capacity revamp OG Downstream: Worked with both JV partners to increase asset refining capacity through multi lot contracting strategy focused on integrating their trading platform and expanded sourcing improving production continuity and competitiveness The project delivered 115 M in savings from procurement initiatives and over 425 million of spending base and 78 M capex savings on a related facilities project.
Developing Business Strategy and SBU Operating Models: Led the comprehensive strategy design and rollout for building a major lubricant business, covering benchmarking against peer group, production configuration and supply chain integration, sales and marketing restructuring Generated a client impact of over 132 M between synergy of integrated adjacent operations and direct margin enhancement.
Enterprise Asset Management (EAM) strategy Upstream O&G: Designed reliability centered asset management approach, asset life cycle, and led the integrated asset management strategy roll out aiming at minimal equipment idling, breakdowns and recycling Operational efficiency for the first year alone surpassed 76% from 52% the year before.
Target Operating Model Transformation for a petrochemical company: Led integrated program management over large scale, multi site, phased delivery implementations, integration, outsourcing under onshore, near shore and offshore delivery models for 37 MM budget, transitions of 900 staff and 13 cross functional teams.
Corporate Transformation for an Integrated Oil Gas Company: Spearheaded four corporate renewal, growth, value enhancement and turnaround strategy development and execution engagements across all phases of the project life cycle (i e Conception through Inception Implementation Operations, to Steady Sate for the 5 SBU client The clients have gained better cash management and ROIC, Cash conversion cycle and “nil dry out”.