Christopher Michael ChiltonEngineer, Business & Project Leader, Lawyer

01535 634170 (home); 07721 396523 (mobile)church_shade@msn.com

Professional profile

A strategic, results-oriented engineer, business and project leader and lawyer with an extensive track record spanning more than thirty years in project management, contract law and commercial management in both the public and private sectors. As an executive reporting to the Board or as a leader in the commercial team has; addressed all commercial issues, balancing commercial opportunity with risk, delivered projects in excess of £500 million to budget and programme, achieved commissioned manufacturing facilities within 18 months of planning application, relocated and established businesses internationally addressing all HR and TUPE issues, reduced project costs by $200 million, developed new ways of designing health services, realized savings on reshaping of organisations and operations by critical review and business process reengineering and saved $300 million on a ‘mega project’ through loan restructuring. Stakeholder management in regulated industries. With a fundamental belief that success lies in recognising and developing talent, has built sustainable teams in FTSE100 companies, manufacturing organisations, utilities, projects, government bodies and local authorities. Significant experience of working internationally in a multicultural setting with over ten years international exposure in North America, Europe, Middle East, Far East and Australia including the provision of commercial, business and legal advice on ventures in excess of $3 billion. Contract leadership for $10bn oil and gas field development programme including final investment decision and overarching contracting strategy.

Education Professional AffiliationsBSc Civil Engineering with First Class Honours* Chartered Engineer

MPhil Civil Engineering Production Studies Fellow of the Institution of Civil Engineers

Postgraduate Diploma in Engineering Management* Fellow of the Chartered Institute of Arbitrators

Graduate Diploma in Law Barrister, called to the Bar, England and Wales

Bar Vocational Course (Degree of Barrister) Fellow of the Dispute Board Federation

Diploma in Arbitration FIDIC President’s List of Approved Dispute Adjudicators

*With national prizes Fellow of the Association of Project Managers (Certificated Project Manager)

Registered Project Professional (APM)

Sector Experience Roles Capabilities

Aerospace Project Manager Project Management

Construction Programme Manager Programme Management

Civil Engineering Project Director Operations Management

Education General Manager Strategic Business Planning

Food Delivery Manager Change Management

Government Managing Director Contract Law

Health Contracts Director Dispute Avoidance

Law Contracts Manager Scheduling/programming – Microsoft Project/Primavera

Manufacturing Chief Operating Officer Cost Management

Nuclear/Atomic Arbitrator Risk Management

Nuclear Decommissioning Mediator Efficiency Review

Oil and Gas Profitability improvement

Pharmaceuticals Investment Appraisal

Plastic electronics Project and programme governance

Telecommunications Leadership of projects in regulated industries

Utilities

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Career History

Aug 2014 to date BG International/Karachaganak Petroleum

Operating, Astana/London/Milan. The field is one of the largest gas and condensate fields in the world assets with estimated gross reserves of over 2.4 billion barrels of condensate and 16 trillion cubic feet of gas. The field is being developed and produced under an FPSA. At present, due to increase in the field Gas Oil Ration (GOR) the field facilities have reached the limit of gas handling. Sanction Project Director, Karachaganak Expansion. Expansion project ($10bn) will create additional value by the provision of additional, secure gas processing facilities and export/injection options to enable operator to manage an increase in the produced GOR from the field.

Develop revised Tender procedures to mitigate delivery and schedule risk for the project.

Working with the Employer, prioritise activity required to deliver Project Contracting Strategy and Execution Plan (PCS/EP).

Provide project and contract management expertise to help focus the negotiating team.

Provide advice to both local content and contracts & procurement managers to assist in their input to PCS/EP.

Work with PMT to ensure that the effects of cost control mechanisms are built into the PMT’s scope, structure and size.

Develop and manage the relationship with the investor to maximise benefits to Contractor. Work on a daily basis with investor to ensure the best possible transfer of information to and from PCS/EP.

Jun 2013 to Oct 2014

Sellafield is a large and complex nuclear chemical facility located in West Cumbria. The site has played a pivotal role within the nuclear industry since the 1940s. Site operations include fuel reprocessing, fuel fabrication, storage of nuclear materials and radioactive wastes and site restoration. As a Senior Project Manager, responsible for the delivery of a complex active effluent treatment plant estimated at £500m

Coaching and Mentoring of project managers to achieve “SQEP” status with NDA (suitably qualified and experienced personnel). Development of training and development planning based on APM Competence Framework. Collation of learning-from-experience and its application to complex process projects. Achieved project readiness for gated process (initial gate) to cost and budget. Developed innovative ways of engaging the supply chain notwithstanding OJEU implications.

Aug 2012 to date Church Shade Limited has been delivering project

management and dispute avoidance/resolution services since 1991. This is across many sectors. Specialty is Dispute Adjudication under the FIDIC forms of contract. Director responsible for provision of services.

Provide advice on project leadership and dispute avoidance/resolution. Advice to landholders on wind farm development. Dispute adjudication boards in Europe/Far East on water treatment plants and electrical supply projects. Advice to commercial start-ups.

Mar 2012 to Jly 2012

Fircroft Group has been placing people in specialist technical industries for over 40 years, in mid to senior level roles worldwide. With over 5,500 specialists in key sectors; Oil & Gas, Automotive, Power & Energy, Mining & Minerals and Engineering. As interim Project Director - Business Development, develop a Fircroft subsidiary in Canada focusing on mining.

Worked with Fircroft Board of Directors in UK and Ontario to establish a subsidiary to provide engineering services (project office, value assurance). Establish entity, business planning, tender preparation, contract negotiation

Oct 2011 to Mar 2012

Thames Water treats wastewater and delivers and treats water to a population of over 10 million in London and the surrounding areas. As Programme Delivery Manager for their process business (part of the £4 billion AMP5 programme) responsible for all aspects of the delivery of major process plants.

Programmed the final three years of the five-year AMP programme for the delivery of around 2,500 MLD of water. Develop a reporting strategy based on earned value incorporating analysis of detailed schedules. Worked with Thames Water’s construction teams and contractors to focus on regulatory outputs. Reported to the Board on a monthly basis on programme KPIs and safety performance.

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Feb 2009 to Sep 2011

BG Group with a turnover of £12bn supplies natural gas markets around the world. QGC Australia, a BG Group Business with programme valued at USD15bn to deliver gas and LNG to 2060. Project General Manager delivering at all stages of the project life cycle (create, assess, define, select, execute and operate) in the US, North Africa, UK and Australia. Identifying the impact of cross cultural behaviours and developing HR strategies to mitigate these effects. Mentoring a number of senior managers in the business.

Drive recovery following contract termination for £300mm LNG terminal including liaison with senior shareholders. Achieved mechanical completion to schedule. Development of integrated approval process enabling the early execution of $3bn works assuring achievement of gas production curve. Providing strategic leadership to the Tender Board for capital contracts valued at $2bn. For the CEO, developed reporting methodology for lessons learned simplifying their uptake by subsequent projects.

Aug 2006 to Aug 2009

Plastic Logic Limited is a VC funded Cambridge based company that received funding of US$500mm to enable it to establish the first plastic electronics factory in the world. Project Director reporting to the board. Interim Geschäftsführer. Management of the German subsidiary in Dresden. Selection of factory location, project/schedule management of the overall scheme. Delivery of the factory including equipment. Development of expansion strategy in Russia. Stakeholder management including rigorous governance protocols.

Developed and maintained local presence by forming working relationships with local and federal politicians. Within six months of commencement, obtained planning permission for and started the construction of a factory to house a 10,000 m2 cleanroom. Built local team of developer, architect, design engineers etc. that delivered the facility ready-for-equipment within 18 months of location decision. Against rising construction costs in Germany, held the cost of the facility at less than 60% of international benchmark.

Nov 2004 to May 2005

Plastic Logic - Advisor to the Board. Advice on procurement and management of infrastructure & cleanroom projects and the acquisition of high capital value equipment including legal awareness of cross border contracting. Advice to Board with respect to best practice project management. Selection of and negotiation with contractors.

Following on from the success of earlier projects, by the provision of advice and the coaching of senior company members both in the UK and the USA, directed the capital programme to give overall programme control and budget visibility. Resource planning reduced labour costs by 50%. Equipment delivery programmes reduced by over 30%.

Sep 2005 to Jul 2006

CENAMPS (Centre of Excellence for Nanotechnology, micro and photonic systems). Interim Project Director for funding stage of a £20mm interdisciplinary research center and pilot manufacture line for plastics electronics. Liaise with industrial partners, funding agencies (DTI)

Critical analysis of the business with the Board leading to the restructuring of the project team to deliver the programme (building, equipment, technology and process transfer). Drafting and negotiation of high-level agreements for technology transfer. Advice on industry sponsorship.

Jun 2003 to Oct 2005

National Health Service Estates was the Arms Length Body responsible for the stewardship of over £80bn in assets and a year on year construction programme of £4bn. It employed 180 people with an annual budget of £30mm. The DH as part of its overall ALB review decided to abolish NHSE and place its functions around the health sector. Strategic Advisor to the CEO.

Direct and facilitate core project team to provide strategic input to direction of travel and products and services required to support that direction of travel. In particular, by developing a programme management approach to the abolition of the agency, provide clear direction for the HR, finance and organisational issues as the functions are moved out. Providing leadership and focus to ensure that the products and services are delivered seamlessly.

Jun 2003 to Oct 2005

For the £150mm Ipswich NHS Mental Health Trust, Project Leader working with patients and staff to assess current services and re-design in light of DH guidance (National Service Framework), to produce clinical output specifications and strategic planning for the provision of new assets (£50mm via PFI) to contain new services. Development of business case for project funding/financing (PFI) model.

Facilitated a series of workshops that enabled services to be reviewed in accordance with national care standards. Developed team confidence by producing revised service flows quickly and efficiently – typically three months work compressed into two weeks. By focussing on the core service issues, reduced the number of project teams from ten to four. Returned approximately five man-years of effort back to clinical/medical issues.

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Nov 2002 to May 2003

Plastic Logic Limited, VC funded company making plastic electronic circuits based on the ink jet printing/spinning of conducting organic polymers. Management Consultant advising the Board on procurement and management of infrastructure and cleanroom projects.

Establishment of management by project systems within the business. Adoption of best practice procurement techniques for capital works. Savings of over 20% on major works contracts. Adoption of value engineering processes.

Jun 2002 to Nov 2002

Shanks Waste Management. As Regional Managing Director, full operational responsibility for £60mm division of £550mm plc working within the solid waste sector of UK and Europe. P&L/HR responsibility. Strategic review of current business process and advice to Board with respect to realignment of business focus in the light of latest legislation.

Leadership of restructure of the organisation to suit the current business needs. Vehicle utilisation up by 60%. Fleet size reduced by 25% immediately. Drove profitability up from 0.5% to 5%. Rationalisation of KPIs. Reframed business as a process industry – emphasis on waste as an intermediate stage in a manufacturing process.

Nov 2000 to May 2002

CDT (Cambridge Display Technology) Internationally leading VC funded start up for the monetisation of displays based on organic light emitting polymers (OLEPs). As Project Director, established a group project directorate. Project management and advice on project structure, procurement, leadership and risk analysis for the procurement and construction of a manufacturing facility for OLEP displays.

Obtained $30m funding for construction of a state-of-the-art OLEP display line (first of its type and size in the world). Introduction of management by project philosophy which radically changed the way that the research division planned and prosecuted its work. Increased value of the VC business by $100mm. Negotiated with parties in USA, Japan and Europe to obtain typical savings of 20% on original quotations and on target deliveries.

Apr 2000 to Oct 2000

Lucent Technologies fixed and mobile network and technology providers. Project Manager for the civil engineering and construction works associated with the deployment of communications networks throughout Europe Middle East and Africa.

Established partnering deals on network builds throughout Europe valued at £2bn. Restructured the method of obtaining project finance by getting network builders to work on a DBFO basis. Reduced reliance on Lucent's loan facility by $300mm on a $1bn network build.

Jan 2000 to Mar 2000

PowerGen CHP. Design and construction of a new generation combined cycle combined heat and power plant for Michelin Tyres. Interim Project Advisor contributing to project management and project structure.

Introduced a risk management system which allowed the identification of risk on a complex engineering project. Demonstrated system to client, contractors and Secretary of State for planning issues.

2000 to date

Influential short term leadership roles contributing to the delivery of core business for a number of other organisations including; Salt Union Limited (underground storage of hazardous waste; advisor to CEO on planning/environmental issues), University of Bristol (construction of ultra low vibration building for nanotechnology research; leadership of tender action for main design and build contract), Devon County Council (Director of Property – 200 people, 3,000 properties with asset value of £1bn; led the council through OGC review, VFM and affordability modelling and negotiated transfer to the private sector including TUPE), Energy Saving Trust (government agency giving annual funding of £100mm; reduced headcount costs by £500,000 pa and redefined project management systems), Ecole Hotelier de Lausanne (Swiss executive MBA school for the hospitality industry; visiting professor designing and delivering specialist module on leadership in project management combined with continuing learning, development and mentoring role).

Contribution to strategic direction setting for OGC (Office of Government Commerce; Strategic Assignment Consultant), Stamford Vision 2015 (town development; Management Consultant), Professor Sir Richard Friend (Cavendish Laboratory Cambridge; project execution advice).

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1990 to 1999

Critical management roles contributing to the delivery of mission critical projects for several organisations including; TXU Europe (international utility - £4bn); Project Director directing relocation of trading floor from UK to Switzerland including project execution phase), Kraft Jacobs Suchard (international food/coffee enterprise); Project Manager delivering a portfolio of projects valued at £100mm to commissioning and early operations, United Utilities (electricity supplier UK); streamline of the business’s connections business reducing annual costs by 25% from £24mm to £18mm, Degremont UK Limited (Northumbrian Water’s water treatment division); Contract Specialist working between Contractor and Employer, both then owned by Lyonnaise des Eaux, Atomic Weapons Establishment; reduced from 12 months to 6 months time to execute HMNII/RAMTAP (Radioactive Material Transportation Approvals Panel) safety case reviews, Rolls-Royce plc (aerospace division); led delivery of jet engine test bed for Trent 700 (Boeing 777) fully in compliance with local authority noise specifications, Nuclear Electric plc (£2bn design and build of Sizewell B PWR); configuration management and coordination of all documentation required to achieve HMNII licensing for reactor Primary Containment.

Short term roles supporting the delivery of projects for a number of organisations including; in aerospace - Pratt and Whitney, Cenco, GE Aerospace, Trestle Theatre Company (lottery funded), Portasilo Limited (materials handling), Geofabrics Limited (engineering materials).

1980 to 1989

Post qualification construction management and engineering including management of construction contracts, development of IP/royalty based international business, project management of complex engineering and chemical schemes. Work carried out for civil engineering contractors Peter Birse, Norwest Holst and Costain Engineering, Insituform (international pip repair business) and Merz and McLellan (design engineers).

Assignments of less than five days duration are not shown. Specific Dispute Adjudication Board appointments and some contract advice assignments are omitted to respect client confidentiality.

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