Manager of Engineering & Technology | October 1998

October 1998 – July 2000 (1 year 10 months) | Newcastle upon Tyne, England, United Kingdom

Employer | Wellstream (A Halliburton Company).

The range of experience and responsibilities encompassed as Manager of Engineering & Technology included, defining year on year capex and opex budgets for human resources, research & development, testing equipment and maintenance. Planning and scheduling of resources, assisting in the planning of product development strategy with the senior manager of technology, training of technical analysts and senior engineers for reviewing and approving designs and documentation. Each year Mr. Tuohy developed and presented to executive for approval a plan for implementation, which included training of the group, succession planning, improved efficiencies and transformational changes. He continued to develop training programs and career development paths for all members of his team including administration.
He also published papers, and continued to present at key conferences. Other responsibilities included developing workshops for knowledge sharing with key customers (oil companies), continually supporting business development and business acquisition in bid clarification meetings and knowledge sharing with clients, by way of meetings and presentations. He also took responsibility for business development in Canada. Mr. Tuohy had a global responsibility for technology marketing at Wellstream. One of the sponsors for the Product Awareness Initiative, a program being developed to provide relevant information internally, in a multimedia format encompassing all areas of manufacturing and engineering.

Cross-Organisational Experience:

Cross-Organisational Experience | In 1999 there was a focus on deepwater capability within Brown & Root Energy Services and they set up a five-person global peer group of which I was a member. Reporting to the peer group were a number of regional groups that would provide resources as required. BRES also had an initiative to globally manage its engineering resources. I was one of the global engineering managers. This group held a global teleconference every 4 – 6 weeks. We produced a database of engineering resources and skill sets world-wide.

I was the sponsor for an initiative to reduce the cost of global analysis software costs to the Halliburton Organisation. This initiative was designed to technically evaluate three competing software programs, internally, and prepare an ITT to be issued to the three vendors. The ITT included the requirement for a global license and global maintenance agreement, Halliburton development needs over the next five years and how the successful vendor would align themselves with these needs. The potential for substantial financial savings for Halliburton from this exercise was realised.

I was technology team lead for the implementation of the TQM system (ISO 9001 certification, API 17J Licence Monogram & Lloyd’s Register Type Approval). In addition I was part of the management team to implement the HSE management system (OHSAS 18001 & ISO 14001).