A well rounded experienced Snr. Manager within the Mining, Oil and Gas (Petrochemicals) and FMCG Industries.
Well experienced in both Engineering Project Management of both green and brown field projects as well as Overall Facilities Operation’s Management
Seconded to a Managing Directors Forum and also presented to a divisional Board on several key executed assignments. A Strong People leader and Programme (Multi-Project) Manager.
A business and technical (engineering) professional experienced in over 17 years across 4 continents and operating over several geographies across Africa, Europe and the Middle East.
A lateral thinker with a strong delivery focus with a continuous improvement work ethic.
A well-grounded technical professional within the Build Engineering field in Project Management , Construction and Commissioning Management who has executed up to USD $ 306 million per project successfully.
Overall Operational Responsibilities and fully accountable of Profit and Loss of the Business within the FMCG and Chemicals sector.
High competencies of managing Multi-National teams of Professionals operating across International Borders concurrently. These include blue-chip multi National International Project and Engineering houses operating out of the UK, SA, the Middle East and the USA.
Legora plays leading roles in community development initiatives in areas he’s passionate about namely, technology, agriculture and skills development (education) to name a few.
Delivered a Gas to Power Project 3 months ahead of schedule and > 10% under budget, end 2015. Project judged, Best Project of the Year within the Company.
Having successfully installed and commissioned Oil and Gas pipeline (Manifold, Pipelines and Pigging) facilities as well as conducted a baseline Survey on the gathering system of a Gas Processing and Separation Facility, end 2014
Commissioned and Managed a Performance Test Run for a US$ 306 million Gas Processing Facility Expansion Project involving the IFC (World Bank), Mozambique Government and Sasol, a project saving of US$ 80 million, end 2012. Project judged, Project Team of the Year Award.
Turning around a Manufacturing Facility due to close back to profitability, R 60 million annual profit, in 2007
Hands on involvement which required electrical engineering problem solving skills which resulted in saving the company R 75 000 in the week in question and risking “dropping” an export order delivery customer. Order was met (exported) on time with about R 5000 only spent. This end 2001
Dr. R. Russell Huddleston – Chief Executive
As Principal and MD of Huddleston Energy Ltd
As the technical & economics consultant to the project, I reduced $1,800 million from the $5,600 million development Capex of an integrated 200 tcf gas field, 1,500 km pipeline and 9gw power generation station in SE Asia.
Negotiated, on behalf of the President of a CIS Republic, the Production Sharing Contract (PSC) on a 4,000 million barrel field. This PSC gave the Republic 80 percent of the oil produced, 100 percent of all the associated gas, and stabilized the economy.
Advised a major European contractor on proposals that won EP & EPC contracts on $14 billion worth of projects between 1989 – 1996, with profit margins that ran between 3 and 8 percent of gross.
Directed the technical and economic planning, and the negotiations with the Government ministries, for a UK company to become the license holder and operator for 9 overseas oil fields with total reserves of 950 million barrels.
Directed a project which demonstrated 60 percent reductions for the typical North Sea marginal oil and gas field development Capex. The reductions were realized by identifying and quantifying international design, procurement and fabrication practices which could replace North Sea practices.
Developed a Capex apportionment of a $1,000 million topsides producing two oil fields which was accepted by the UK Government for ring fence taxation.
Optimized the technology and economics of all systems and equipment on the first HP/HT gas field on the UKCS.
Created the technical and economic analysis for a UK oil & gas company proposing the takeover of a North American company. The foreign company’s principal asset was a 50 percent interest in three overseas fields with total recoverable reserves of 350 million barrels.
Developed the technical and economical analysis for a UK oil & gas company proposing the international sale of the company’s 100 percent interest in two overseas fields, totaling 125 million barrels recoverable.
As the sole consultant on a multi-operator task force, I identified and removed 10 thousand tonnes from the float-out weight of a large Canadian GBS platform, with less than one week’s investigation. In that same timeframe I also showed them how to reduce the development Capex by 47 percent, or $1,900 million, without impact on functionality.
Assisted the operators of a large gas field development in realizing an ‘as-built’ Capex reduction of $900 million.
Identified early operator decisions that could have saved a further 475,000 man-hours of the design and procurement contract on the same development.
Demonstrated the specific technology & economics to further reduce the topsides Capex of the same development by 39 percent while reducing its weight by 55 percent.
Wrote the design and economics methodology manual for the modernization and expansion of a mature 1,400 million barrel recoverable field.
Demonstrated by software modeling and calibration how to combine two large planned integrated decks (D-P & Q-U) into a single liftable deck for evacuation of a 145 Kbpd oil field.
As General Manager of Matthew Hall-ENCON Ltd – London
Won 80 per cent of all UKCS front-end conceptual work during the low oil price period, 1986-1989.
Demonstrated how to delay 50 per cent of the original Capex of a heavy oil field for 5 years, without increasing the Capex.
Saved a 56 Kbpd four-reservoir oil development by cost reduction after commercial cancellation by one of the partners.
Developed and applied software for cost and schedule risk analysis which, when used on a Norwegian development, demonstrated the key cost driver for project over-runs.
Antony J Perry – Chairman
an experienced oil & gas professional with an extensive management portfolio of organizational, financial, commercial and technical disciplines within the international exploration and production industry.
over 46 years experience gained in South America, the Middle East and the North Sea.
a Chartered Engineer and a Distinguished Member of the Society of Petroleum Engineers.
has held senior technical, commercial and management positions with Gulf Oil, British Petroleum, Texas Eastern and Mobil.
Areas of Particular Expertise
business development, evaluations, acquisition and divestment, asset management and commercial negotiations.