My experience
After studying Mechanical Engineering and Management at Liverpool University, I joined Schlumberger Oilfield Services directly, working in a number of international locations.
After serving my time, working on oil rigs and land facilities, I took the position of Country Training and Quality Leader, looking after 200 employees. Focusing on career progression, skills management, and development and motivation of the population.
Product and Service Delivery Manager. Moving country to being the first female manager in our Middle Eastern operations, running a multimillion dollar business, working directly with local and international clients on project delivery, contract negotiation, supply chain and logistic management and directly leading our pool of 70 employees to deliver flawless service.
Training and Development Manager for Europe, Africa and Russia region, covering a population of over 3,000 employees, from trainees to senior managers. I was responsible for engagement, motivation, career development and progression. Talent management programs with promotions along with compensation analysis and bonus program development.
Operations Manager. A move to UK and Europe manager covering over 31 countries, their clients, staff and contracts. During this time, the 2014 downturn hit, and our revenue fell by 80%. Major resizing and restructuring was initiated to be able to deliver monthly cashflow and profitability, whilst clients demanded 50% price reductions on current contracts. During this tough period, we needed to be inventive with contract terms, diversify into other product offering, and leverage on staff training as a mark of quality. Failure to reinvent, meant failure of the business and it was a very tough period for all.
Global HR Manager. I was responsible for the Talent Management, career progression and compensation plans of over 8,000 employees. This also involved developing and building an innovative, modular and agile training plan to ensure our population could skill up as the markets changed. The old way of doing things no longer worked. We needed to reinvent the way we trained and looked after our teams. Right-sizing our teams through new recruits to experienced professional onboarding as well as thereductions whilst ensuring compliance to local labour regulations.
Global Technology Lifecycle Manager. I drove agile mini-R&D projects delivering on Internet of Things and Predictive Health Monitoring methodologies. Cost initiatives, thinking differently to how things have always been done, whilst being able to leverage available technology all aimed at streamlining operations was the mandate! Competitions on sustainability and green solutions that could then be scaled up from a city solution to a global solution. 'Pressure Bay' sessions, similar to 'Dragons Den' where team members would pitch ideas and business impact in return for potential funding and scaling out of their ideas.
Currently completing my dissertation for a Distance MBA at Warwick Business School.
After serving my time, working on oil rigs and land facilities, I took the position of Country Training and Quality Leader, looking after 200 employees. Focusing on career progression, skills management, and development and motivation of the population.
Product and Service Delivery Manager. Moving country to being the first female manager in our Middle Eastern operations, running a multimillion dollar business, working directly with local and international clients on project delivery, contract negotiation, supply chain and logistic management and directly leading our pool of 70 employees to deliver flawless service.
Training and Development Manager for Europe, Africa and Russia region, covering a population of over 3,000 employees, from trainees to senior managers. I was responsible for engagement, motivation, career development and progression. Talent management programs with promotions along with compensation analysis and bonus program development.
Operations Manager. A move to UK and Europe manager covering over 31 countries, their clients, staff and contracts. During this time, the 2014 downturn hit, and our revenue fell by 80%. Major resizing and restructuring was initiated to be able to deliver monthly cashflow and profitability, whilst clients demanded 50% price reductions on current contracts. During this tough period, we needed to be inventive with contract terms, diversify into other product offering, and leverage on staff training as a mark of quality. Failure to reinvent, meant failure of the business and it was a very tough period for all.
Global HR Manager. I was responsible for the Talent Management, career progression and compensation plans of over 8,000 employees. This also involved developing and building an innovative, modular and agile training plan to ensure our population could skill up as the markets changed. The old way of doing things no longer worked. We needed to reinvent the way we trained and looked after our teams. Right-sizing our teams through new recruits to experienced professional onboarding as well as thereductions whilst ensuring compliance to local labour regulations.
Global Technology Lifecycle Manager. I drove agile mini-R&D projects delivering on Internet of Things and Predictive Health Monitoring methodologies. Cost initiatives, thinking differently to how things have always been done, whilst being able to leverage available technology all aimed at streamlining operations was the mandate! Competitions on sustainability and green solutions that could then be scaled up from a city solution to a global solution. 'Pressure Bay' sessions, similar to 'Dragons Den' where team members would pitch ideas and business impact in return for potential funding and scaling out of their ideas.
Currently completing my dissertation for a Distance MBA at Warwick Business School.
