Alaska's Oil & Gas Consulting Company

David Clarke – Project Manager

I have extensive project management and operations experience in the energy industry and am a graduate of the MIT Project Academy. In my most recent role with BP I led a multi discipline team of around 30 project, subsurface, drilling, environmental, regulatory, safety and operations engineers plus finance and project services specialists, on the front-end evaluation of a very complex $4 billion program, which had multiple projects and phases.

I have managed short and long term strategic planning initiatives; led multiple performance improvement reviews; and have a track record of developing innovative solutions to unlock uncompetitive developments. One project which I led won a BP Chairman’s Innovation award for several bold innovative technical and commercial ideas that allowed what was originally a sub marginal project to achieve commercial and technical success.

I am very familiar with performing high level complex business and financial analyses of major projects and program portfolios having worked on some of the largest and most complex projects and businesses in the US and internationally. I also have extensive experience working with multiple stakeholders; internal company functions, regulatory agencies and JV partners. I have made numerous technical and financial presentations to C-suite executive management, corporate review teams and government agencies.

I am a highly-motivated leader who excels in problem solving and facilitating diverse teams to excel and to arrive at good business decisions. I have a strong work ethic, am an excellent team player and have strong communication skills enhanced by an ability to illustrate, organize and present technical information.

Project Management Consultant    2015 to present

Project and program management consulting, business development, portfolio optimization, strategic planning, risk management and bringing innovative solutions to front end project appraisal.

  • Analyzed an exploration opportunity for the CEO of a small Exploration company. Prepared a presentation package for potential investors that included development options, financial analysis and execution strategy.
  • Provided specialist project management support to a new business venture in the power generation industry.
  • Following a request from the Governor of Alaska evaluated the feasibility of directly exporting LNG from the North Slope of Alaska using dual acting ice breaking LNG carriers. This would eliminate the need to build a $10 billion, 800-mile pipeline to the Cook Inlet and allow the $45 billion AkLNG project to be phased.
  • Working with an international FLNG project developer to analyze LNG development opportunities in both the US and Canadian Beaufort Sea.

 

BP Exploration                                                                                                                                              Appraisal General Manager – West End Development Program. (Anchorage)                                     2013 to 2015

Managed the front-end evaluation of a $4 billion Program to develop the last phase of the largest field ever discovered in the US located at Prudhoe Bay in Alaska.

  • Directed the Program to revitalize the development of 3 large drilling sites and the associated infrastructure in the Prudhoe Bay field and competed with projects around the world to take this mega Program into the BP Global Projects Organization (GPO). Program will develop circa 200 million barrels of heavy and light oil with 120 new wells and will require major upgrades to the field infrastructure and production facilities.

 Project Development Manager – Projects Appraisal Team.  (Anchorage)                                               2007 to 2013

Led a team of Development Engineers in the front-end evaluation of Power & Infrastructure projects.

  • Coordinated a high-level analysis of Strategic Options for renewal of the North Slope’s production infrastructure that formed the basis of the Region’s Strategic Plan for the next 50 years. Evaluated the interactions and trade offs between strategies for light and heavy oil and major gas sales.
  • Developed both short and long-term Power strategies for the North Slope to improve energy efficiency and ensure reliability. Options evaluated included a 500 MW CCGT power generation plant and opportunities for use of Geothermal / Waste heat.
  • Project General Manager – Verkhnechonskoye (VC) Field. TNK-BP secondee, (Moscow)                2004 to 2007
  • Managed the Project Management Team for the Full Field Development.
    • Built up a multi-disciplinary team of national and expatriate experts to carry out Appraise stage development activities on the onshore Verkhnechonskoye Field, which has reserves of 1.4 billion barrels and is in an extremely remote region in eastern Siberia.
    • As part of the Appraisal program, overcame senior management skepticism to obtain approval for a $275 million, 15 thousand barrels per day, 20 well pilot project to further evaluate the viability of this field. This required bringing about a paradigm shift in how the field would be developed which led to a significant reduction in capital cost. Largely because of this work, over a 2-year period, turned a field that was regarded by many as a lost cause into the highest profile development in East Siberia.  During this time, the value of the field increased from circa $5 million to $1.25 billion.

     Performance Manager – First Year Operability, Upstream Technical Directorate. (Houston)         2002 to 2004

    Directed the Start-Up Efficiency (SUE) reviews on all BP’s Major Upstream projects worldwide.

    • Led a multi-disciplinary team of recognized experts to work with and support new projects in the Construction phase. Confirmed that the plans and processes in place to underpin start-up and first year operability were appropriate and then identified opportunities to improve on the promise. Achieved the corporate Start Up Efficiency target of 84% in 2002 compared to an underperformance of 25% in 2001.
    • Team leader for the newly formed Project Excellence team responsible for directing a team of experts in Integrated Business Modeling, Cost & Schedule Risk Analysis and Value Engineering.

    Subsea Projects Team Leader, GoM Deepwater Production, (Houston)                                                  2000 to 2001

    Delivered the King’s Peak and Infrastructure Led Exploration (ILX) subsea projects.

    • Provided strategic direction to the ILX facilities team in their developmental engineering for the Greater Aspen, Pompano and Marlin areas in the Gulf of Mexico.
    • Continued involvement with finalization of the agreements between the Canyon Express JVs. Interaction with Partners to resolve technical, unique regulatory and commercial issues with the King’s Peak project and to ensure that it remained on schedule and within budget.

    King’s Peak Development Coordinator King’s Peak Project, (Houston) 199 to 2000

    Responsible for delivery of the King’s Peak Deepwater gas project.

    • Brought together the Canyon Express JV which included 7 major oil companies to capture the synergies of developing the field by sharing infrastructure with two other remote ultra-deepwater gas fields. (Water depth to 7,200’ with a 56-mile tieback).
    • Won the 2001 BP Corporate Helios award for Innovation in recognition of several technical and commercial innovations incorporated in the King’s Peak development. Principal author of a paper on Canyon Express that won the “Partnering and Innovation” award at the 2000 Deepwater Offshore Technology conference.
    • Negotiated commercial Process Handling Agreement (PHA) terms and the business structure for the Canyon Express JV, which required a paradigm shift in how Operators work together.

     

     

    Various Operations, Development and Petroleum Engineering roles. (UK, USA and Australia)            pre-1999