Responsible for Logistics contracts (helicopters, FSOs, supply vessels, tugs, diving vessel, crude oil export) and Operation Chemicals contracts (corrosion and scale control, biocides, demulsifiers, TEG) - contract portfolio’s value of USD 350 million annually Responsible for market analysis, supplier development, tender preparation, bid analysis, contract negotiations, award and management, supplier relationship Ensure tendering process complies with Qatar Petroleum tender procedures

Together with the CPO, built a central procurement function to leverage global synergies with local procurement offices from Denmark, the UK, Qatar, Kazakhstan and Angola Developed and executed the launch of a Category Management strategy - first 4 categories launched Drove e-sourcing globally - 40% of spend tendered electronically - 100 e-auctions in 2010, 200 in 2011 Drove Global Value Sourcing globally Piloted the implementation of a spend visibility tool (Ariba module) Optimized procurement processes (tendering, savings reporting, performance tracking) Implemented a global Responsible Procurement programme for Maersk Oil

�Led strategic sourcing project teams on behalf of Maersk Oil and Maersk Drilling � Drove projects from scope definition through to savings sign-off (including data collection, market analysis, tendering strategy set-up and execution, negotiation and award of contracts). Some examples include: -� Sourcing casing and tubing for Maersk Oil in Denmark, the UK and Qatar - 14% savings �- Sourcing well testing and coiled tubing services for Maersk Oil Denmark - 18% savings �- Sourcing an oil offloading system for an FPSO for Maersk Contractors in Brazil - 34% savings

Led a 2-person team, for the purchase of assets for the European operations - dry and reefer trailers, tankers and rail wagons – from purchase request to invoice payment � Re-engineered the sourcing process - reduced the RFQ response time from 1 week down to 1 hour by introducing an online catalogue Reduced the number of suppliers from 22 down to 8, cutting volume-related cost by 4%

Led a 3-person sourcing team for Door and Glass sub-assemblies Responsible for all commodity- and supplier-related issues, from RFI to payments

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Together with the project team, reduced material costs by 23%

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MBA, MBA

Masters Degree, Mechanical Engineering