Two aged FPSOs, more than 50 years old, overdue for drydocking with increasing maintenance costs and equipment reliability below 70%. Required comprehensive turnaround to improve profitability while maintaining aging assets.
Established SMART performance metrics for organizational leadership to improve asset value delivery
Identified key business risks for each FPSO and ensured adequate mitigative actions with progress tracking
Served as deputy chair for commercial tender board making weekly business decisions for value and savings
Implemented continuous improvement steps for line cost ownership
Ensured all Asset Integrity requirements and Operations Performance standards compliance with monthly assurance reviews
Drove timely closure of Class conditions to maintain certificates for aged FPSO facilities
Restarted FPSO after 150+ day outage with more than 50% new site leadership personnel
Initiated obsolescence strategy and execution with discipline driven actions
Established competency and capability management system for proactive competency management
Improved Integrated Activity Planning structure across disciplines to reduce rework and wastes
Improved asset profitability by 20%
Increased equipment reliability from below 70% to above 90%
Successfully restarted FPSO after 150+ day outage with new leadership team
Maintained Class certificates for two aged FPSO facilities
Established End of Life decision framework for assets
Achieved quarterly CAPEX and OPEX optimization with senior leaders
20% profitability increase with 90%+ equipment reliability on 50+ year old assets