Dhahran, Saudi Arabia
Jan is an international senior finance executive with more than 30 years of finance experience in accounting and controls, planning and performance appraisal, business partnering, treasury, M&A and commercial finance and stakeholder management in the energy industry. He has lead (virtual) teams over multiple locations and has also worked as non-executive director.
Leading a team in different locations working on various aspects of structured finance, including project financing, trading commodity finance, and all other forms of structured on- and off-balance sheet debt. Thw activities cover borrowing and lending. Financing transactions range in size from USD millions to billions but are all characterized by being highly complex, time consuming and tightly structured.
Shell Companies in Nigeria produce more than 500,000 barrels of oil equivalent per day and are involved in onshore and shallow water (SPDC), deep water (SNEPCO) and LNG (NLNG). Annual operational and capital expenditure between USD 1.5 - 2 bln each. Annual turnover above USD 5 bln. Very substantial Free CF generation. Jan is responsible for all financial aspects: accounting, controls, treasury and funding, tax, planning & performance appraisal and acquisitions & divestments. Total finance staff around 250. Main challenges: i) (Third party) funding for capital projects and aligning company with consequences of project financing, ii) Stakeholder management (other oil companies, national oil company, regulators, fiscal authorities, banks, multilateral agencies) iii) Company strategy iv) Further expansion of shared services centre
Shell UK is operator and non-operator of several JVs in the North Sea and has equity production of around 250,000 boe/day, annual opex of around USD 1.5 bln and annual capex of USD 1 bln. Responsible for all financial aspects: accounting, controls, treasury and funding, planning and performance appraisal. Total finance staff around 40. Chair of the Tender Board. Main achievements: i) preparing divestment of substantial part of existing business, ii) balancing cost reduction and growth, iii) strong focus on cash, iv) keeping morale high in times of uncertainty.