CASE STUDIES
These examples reflect how I work: bringing structure, technical depth and strategic judgement to complex asset, project and risk decisions.
While many come from subsurface and energy project work, the underlying capabilities – assessing long-term uncertainty, translating technical evidence into board-ready recommendations, integrating specialist inputs, and working across disciplines – are directly relevant to my current work on environment, climate, nature risk, programme delivery and strategic advisory.
Leading an accelerated exploration programme under uncertainty - programme delivery and strategic risk
Context:
As Geoscience Manager for Delonex Energy, I was responsible for the planning, resourcing, execution and quality assurance of exploration geoscience projects across the company’s asset base, reporting directly to the CEO and working closely with the Asset Manager and Board.
Challenge:
The company was pursuing an accelerated exploration programme in a remote, under-explored basin in Chad. Delivery required rapid technical evaluation, strong team coordination, and disciplined management of uncertainty, while maintaining pace, quality and strategic focus.
Creating global standards for risk evaluation - governance, assurance and cross-team alignment
Context:
At OMV AG in Vienna, I worked on regional prospectivity reviews, asset peer reviews and farm-in evaluations across Africa and the Middle East.
Challenge:
Different teams and regions were approaching play evaluation and risk mapping in different ways, creating inconsistency in how opportunities were assessed across the wider portfolio. The task was to design and embed a common approach to regional play evaluation and risk mapping that would:
-
Work across very different tectonic and depositional settings.
-
Be practical for teams with varying levels of experience and software.
-
Still allow local judgement, while standardising the core logic and outputs for portfolio comparison.
Building a predictive framework to unlock new targets - technical leadership and integration
Context:
During my time at OMV New Zealand, I worked on exploration programmes in operated and non-operated permits in the Taranaki and Great South Basins.
Challenge:
As an under explored basin, the Great South Basin required a more integrated geological framework to improve understanding of play potential and refine targeting for seismic and drilling operations.
SELECTED RECENT EXPERIENCE - ENVIRONMENT, CLIMATE, NATURE AND STRATEGIC RISK
A few brief examples of more recent work, described at a high level. More detailed case studies will be added in due course.
Emissions mapping and reduction planning for asset-intensive operations
Challenge:
The client needed a clear, evidence-based view of emissions across operations, together with credible reduction pathways that could be defended with internal teams and external stakeholders.
Approach:
I mapped current emissions sources and future production profiles to build a robust baseline, then worked with operational and commercial teams to identify and evaluate practical reduction opportunities. The work focused on realistic interventions, prioritisation and decision-useful outputs.
Outcome:
This supported clearer emissions visibility, stronger planning and more grounded decision-making on reduction pathways and transition priorities.
Climate, nature and ESG due diligence for investment and portfolio decisions
Challenge:
Clients needed support to understand how environment, climate, nature and ESG issues could affect the quality, resilience and value of investment opportunities and wider portfolios.
Approach:
I assessed material environmental and sustainability issues, reviewed associated risks and dependencies, and translated findings into practical decision support for strategic and investment discussions.
Outcome:
The work helped clients strengthen due diligence processes, improve risk visibility and make more informed decisions on transactions, new ventures and portfolio priorities.
Strategic integration of environment, climate and nature into governance and planning
Challenge:
For many organisations, climate and nature issues sit across multiple teams but are not consistently integrated into governance, planning or reporting.
Approach:
I supported the development of governance, materiality and strategic frameworks that brought together environmental, climate and nature considerations in a more coherent way, aligned with operational reality and stakeholder expectations.
Outcome:
This helped organisations improve internal alignment, strengthen governance and build more credible approaches to long-term environmental and transition-related decision-making.
Ongoing work
The examples above reflect work across subsurface risk, programme delivery, strategic decision support and environment/climate integration.
Additional case studies covering recent environment, climate, biodiversity, nature-related risk, programme management and strategic advisory work will be added as projects complete and permissions allow.
