The Team


  • Dean has 30 years’ experience as a senior leader in the oil, gas, chemicals, LNG and shipping industries.
  • He has significant experience in leading programmes with major oil companies and advising a range of clients globally.
  • Dean’s specialty is process plant efficiency improvement, turnarounds/shutdowns, and the creation of the organisational capability to deliver these.
  • He has led the delivery of group wide strategy achieving benchmarked levels of top quartile performance, whist improving risk management and safety approaches.


  • Turnarounds and brownfield projects
  • Contracts and Commercial management
  • Strategic activity planning (functional capability development)
  • Asset operations efficiency performance improvement
  • Coaching and Mentoring
  • Mechanical Discipline Engineering Refining/Upstream
  • Qualifications : MBA; ECITB Fellows in Construction Site Management; Post Grad Diploma in Strategic Marketing.; BEng Honors Mechanical Engineering

Professional Experience

BP Upstream Global Operations, 2012 - 2020

  • Director of Strategic Activity Planning/Integration (Reservoir, Wells, Projects and Operations)
  • Director of Turnarounds and Outages
  • Regional Turnaround Manager: Angola Operations (2 FPSO’s Deep water)

Shell Global Solutions: Projects & Technology, 2010 - 2012

  • Principal Consultant Engineering and Operational Excellence: Upstream, Downstream & LNG for Shell and third parties; Globally supporting clients in Turnaround assurance and optimisation, Projects, Maintenance and Inspection.

Shell International Trading and Shipping Company, 2008 - 2010

  • Shipping Operations and Technology: Project Manager and LNG R&D Programme Lead

Shell UK: Stanlow Manufacturing Complex ﴾Refinery and Chemicals Manufacturing), 1997 - 2008

  • Site Turnarounds and Minor Projects Manger plus Major Turnaround Event Manager

AMEC Process and Energy, 1990 - 1997

  • Project Manager, Turnarounds Brownfield Projects; UK chemicals and refinery assets.

Example recent of delivery and achievements

  • IOC Upstream global Turnaround performance transformation: Improved the business performance related to the global 10 year Turnaround program. The implementation of the Performance Transformation delivered business improvement :
    • From: 15% of Turnarounds benchmarking at 1st Quartile performance and over 50% 4thQ. To: 80% of TAR's benchmarked as 1st Q and 2% 4thQ; with production impact improved by ~ 50% resulting in ~ 12mboed annual net reduction in planned production deferral losses;. TAR durations reduced from average 31days to 21 days and run lengths increased from 3.5 years up to 6 years. In year delivery TAR production reduction impact improved by 25%.

  • IOC Global Asset Utilization Improvement : Optimized non-turnaround planned losses by 25% saving ~20mboed net production in year. Implemented process for assessing strategic value of activity, improving decision making, driving efficiency in planning and execution.

  • Upstream Turnaround Delivery : Regional asset utilization improvement from 90 to 98%. FPSO Turnaround delivery optimizing strategy and execution achieving benchmarked leader level competitiveness in Angola.

  • Downstream Refining and chemicals manufacture : Delivered site Turnaround strategy and managed tactical delivery of execution to 1st quartile “better-than-pacesetter” benchmarked performance. Managed all maintenance projects and major refinery events as Event Manager. Supported top quartile delivery in all refinery KPI’s. Embed improvements to processes and built team experience and capability for sustainable performance.

  • IOC Upstream Global Strategic Planning Optimization : Transforming strategic decision making and improvements to the global 5-year+ global activity set; optimizing activity to improve forecasting accuracy and deliver optimal safe operations efficiency, cost, emissions and growth. Assessing global activity for strategic value and driving improvements. Converted insights from vulnerabilities and production variances into improvement actions; included feedback into Project new build design to improve new asset performance.