Stavanger, Rogaland, Norway
Global career in project delivery, leadership and business development. Amongst other, delivered Project of 2.6 BUSD in Russia and project portfolio of 10 BUSD in Norway. Worked in Norway, Netherlands, Moscow Russia, Sakhalin Russia, US and Ukraine. Particular interest in company and project systems that are so simple it can be implemented and so complete that it delivers. How to reduce risk without creating complexity. Managing Partner in Hustad & Granaas where our focus is renewable project development.
Development of wind and solar projects + helping others build energy projects
H&G does reviews, build systems and delivery projects for clients
Nor Oil Tools provides a simple an effective tool to cut casing that is being pulled out of wells. As a backup to the conventional unscrew operation or as the prime method with each cut made under 1 minute. The Nor Oil Cutter does not need mobilisation of extra people and can be used by the regular rig crew.
HSE advisory capacity for all Shell's Upstream and Downstream Projects globally Launched New approach to HSSE contracting that was accepted by Royal Dutch Shell CEO as the way forward in leveraging Contractor HSSE leadership and capacity. Run several pilot tenders using New approach.
Responsible for all Shell Project Delivery in Norway Built organization and Methods from minimal at start to handling a 10 BUSD capex Portfolio with 1.5 BUSD annual spend. Moved local organization into global Project delivery organization. Also had the role as License committee chairman for a Shell operated License plus set up new approach to local content management that delivered strong results and received positive recognition from industry and government
10 million man-hours without a Lost Time Incident Took on a 2,6 BUSD part of the larger Sakhalin II Phase 2 Development as Project Manager in the middle of Execution. The Onshore Gas Plant in the North of Sakhalin had suffered from design errors, delays, contractual conflicts, misalignment with authorities and team conflict and needed rapid turnaround in performance to meet the overall Project startup. The Onshore Processing Facilities came off the Critical path and started up flawlessly contributing to the world class Sakhalin II Phase 2 uptime that the partners are still enjoying 8 years later.
Took the role as Project Services Manager for the full Sakhalin II Phase 2 Development 6 months post Final Investment Decision. Built up the Project Services capacity in Sakhalin after moving Project management from The Netherlands and instigated and led a full Project rebase line. Project Services included: Cost and Plan Technical Committee coordination in the SEIC joint venture Executive Reporting Information Management and Reporting Central Engineering QA/QC
Member of the Sakhalin II Phase 2 Project Leadership team as single point accountable for all governmental (Federal, Regional and Local) approvals to start the Construction of the 20 BUSD Phase 2 Development. More than 50 different governmental organizations were involved and one of the most complex elements of the successful and timely approval was to get the various parts of the Project and their Contractors to act, design and produce documents to meet Russian expectations. Also accountable for land Marking, Land leasing and land purchased for the full Phase 2 Development including relocation of People. All in Close Cooperation with global lending institutions and SEIC joint venture partners. Defined and agreed projects business principle guidelines with venture partner corporate security outside Russia.
Built Project delivery organisation and delivered all Brown Field rectifications and modifications to the Draugen platform. Also including a Subsea gas export pipeline.
Construction in Yard, Hookup to GBS in fjord and 1 year commissioning offfshore
Draugen offshore green Field development