Direction Générale

• Leading the Energy Transition.
• Development of renewable production assets (biomass, geothermal, energy storage & heat networks...).
• Driving operational excellence in asset management (availability, efficiency, O&M costs)
• Stakeholder management: regulators, local community, technology suppliers...
• Reporting to the board and the shareholders (public-private partnership).
• Economical evaluation and strategic planning.

Member of the Board of Directors of Medupi & Kusile Fabrication Pty Ltd

• Power Programme business unit management reporting to the Murray & Roberts Board of Directors.
• Leadership over the construction of the 12 boilers (800MW) of 2 supercritical coal power plants Medupi and Kusile for Mitsubishi-Hitachi and Eskom. Total contract value: 2 bn $, peak headcount : 6000 employees (increased by 50%), whilst decreasing of commercial risks.
• Member of the Executive Committee of Murray & Roberts Power and Water.
• Member of the Power Programme Steering Committee.

Member of the Management Team

Manager power generation portfolio

• 2013-2015: Owner’s Engineer on behalf of Slovenian national utility HSE for the Sostanj TES6 (600 MW, 1.4 bn €) supercritical brown coal power plant: management of the EPC contract with Alstom, asset management optimization study for the complete site (availability, efficiency, O&M costs).
• 2011-2012: Development of nuclear services external to the RWE group. Member of the Vendor Selection Team of a nuclear power plant (Horizon Nuclear Power, UK).
  • Evaluation of responses to RFP, negotiation and introduction of best practices.
• 2008 – 2010: Delivery and P&L accountability of the Moerdijk II CCGT power plant project supplied by GE (430 MW, 450 m € Capex, 500 employees).
  • → Delivered project milestones on time and on budget.
• 2007 – 2008: Development of a hard coal supercritical power plant (Amer 10, 800 MW, 1.6 bn € Capex): management of project team and stakeholders, setting up the contracting and execution strategy, negotiation with suppliers (project deferred for economical/political reasons).
• Department management: overseeing the project pipeline including an IGCC with Shell, various CCGT’s (new build and acquisitions) and the Nord See Ost wind farm.
• Expanded the Project BU by hiring and mentoring management personnel and contributed to the strategic plans. Developed management best practices in a Center of Competence during the Post Merger Integration (PMI) with RWE and within Georgia Biomass, subsidiary of RWE in the USA. Set up a multidisciplinary task force to resolve major claims in the EPC project portfolio. Liaised with stakeholders on the Eemshaven (NL) project (2X800MW Supercritical Coal Fired Plant) to avert strikes.

• Development of Service and Operation & Maintenance contracts in Energy and Utilities: analysis of client's needs, preparation of business plan, and management of teams split between the Parisian headquarters and the operational entities for biomass combined heat and power plants.

Project Director (2004-2006) - Paris

• P&L accountability of hydropower projects (Vietnam/Korea). Negotiations with the client and subcontractors, project team management, coordination of the consortium, setting up manufacturing JV partnerships with DOOSAN (Korea) and with TOSHIBA (Japan).
  • → Successful collaboration with DOOSAN and TOSHIBA leading to good budget performance.

Black Belt /Quality Department (2004) - Paris, Zurich

• Six Sigma Black Belt management of quality improvement projects. Analyzed slippage of margins during projects execution. Issued recommendations on risk management in project execution and “constructability” (optimization of industrial schemes).
  • → Management took ownership to implement.

Deputy Project Director (2000-2003) - Paris, Mexico

• P&L management of an EPC power project in Mexico (520MW Circulating Fluidized Bed, 420 m $): negotiations with the client (BOT contract with an IPP), subcontractors and vendors follow up, project team management (5000 people on site), coordination of the consortium and third parties (auditors, lenders and local authorities), reporting.
  • → Project led to completion despite extremely adverse conditions.

Head of Planning Department (1997-1999) - Paris

• Tender and project planning for combined cycles and conventional plants, consolidation of consortium programs, critical path analysis, technical and organizational failure analysis, and optimization of work processes.
  • → Reduction of project cycle time/avoidance of payment of Liquidated Damages on delay.

Commissioning Engineer (1992-1996) - Pakistan, Mexico, NL, UK

• Commissioning and operation of combined cycles and conventional plants in Pakistan, The Netherlands, Mexico, United Kingdom. Tender preparation for combined cycle power plants.

Part of the Pechiney group

• Growth of all the product lines (essentially electrical maintenance applications and chemical process equipment).

• End of study project at the Mechanical Engineering Department of the MIT.
• Study of a two-phase gas-oil flow in an inclined pipeline.