Deniese Ramsundarsingh

Deniese Ramsundarsingh
Works at:
EDF Energy
Location in:
London, United Kingdom

Denieses connections

Currently

Works at:
EDF Energy
Location in:
London, United Kingdom

Bio

I am one of those rare people able to bridge the gap between technical and business combining solid engineering experience, almost 9 years, with business and commercial experience. I am a Chartered Chemical Engineer, a Member of the Institute of Chemical Engineers and a Registered Prince2 Practitioner. Over the years of these combined areas of expertise, I have developed some exceptional skills aligned to Asset/Business Development and Programme Delivery and Operational Management, Commercial Management and Negotiation, Project Finance, Strategy with a strong emphasis on Relationship and Stakeholder Management. The overall package I offer is highly skilled professionally with a personality of high work ethic, self-awareness and integrity.

Specialities: Commercial and Contract Management, Sustainability and Development Projects in the Energy Sector, Programme/Asset Management and Assurance, Stakeholder and Relationship Management, Financial Modelling and Scenario Analysis, Negotiation, Project/Asset Development, Oil and Gas, Strategy Analysis and Modelling, Gas Processing and Gas Storage, Budgeting and Business Planning, Regulations, Business Development, Operational Management

Deniese has worked/studied in

  • Canada
  • Netherlands
  • Pakistan
  • Poland
  • Trinidad and Tobago
  • United Kingdom
  • United States of America

Deniese speaks

  • French - basic
  • Spanish - basic

Deniese has experience in

  • Consulting
  • Energy
  • Utilities

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Work

2013 – present

Gas Commercial/Contracts Manager

EDF Energy
  • •In charge of negotiating service level agreements with OEMs. Conducted a detailed review of proposed OEM agreements to determine the true business benefits while upholding the maintenance strategy. Culled several OEM contracts and moved others to cheaper non-OEMs while ensuring the integrity of the operations. Negotiated commercial and contract terms with the chosen service providers saving the company almost £1.3 million.
  • •Commercial and contract manager for the implementation of safety critical equipment. Developed the contractual framework and contracting strategy and worked with the Legal Department to deliver the contractual terms aligned to the strategy. Against a backdrop of two simultaneous and difficult re-organisations, I harnessed an informal team and successfully negotiated the contract for the implementation and O&M phases.
  • •Management representative at industry group meetings, working with other industry representatives to discuss national and EU regulatory and business matters that impact the commercial viability of the assets. Worked with the internal Regulations and Finance teams to understand the impact on profitability of the asset and with industry members to actively lobby regulator in areas damaging to the industry.
  • •Led the development of the commercial and negotiating strategy for asset replacement. Worked with the Legal, Operations and Trading teams and held several workshops to discuss the available negotiating strategies and their commercial implications. Presented overall findings and recommendations to an Executive Committee who are actively pursuing the recommendations.
  • •Managed the relationships for the integration of the two gas storage assets providing the communication channel between the onsite operations team and finance and trading teams. Responsible for normalising the contracts and contractual relationships across both assets resulting in cost synergies.
2012 – 2013
(Feb – May)

Gas Asset Strategy, Asset Lifetime Planning

EDF Energy
  • •Responsible for delivering the accounting and tax treatment of the framework contract to share strategic spare parts across CCGT stations.The process involved a high level of stakeholder management to agree working solutions to differences in tax and accounting treatments between the EU and UK and compromise on legal language. Successful delivery of the framework contract on time saving 50% on Capex.
  • •Performed a complete review of the LTSA contract to identify areas for potential commercial re-negotiation prior to commissioning, technical and commercial areas of improvement for input into future similar contracts and to make recommendations on post-LTSA maintenance management. I identified several areas for improvement, e.g., returning the time value of money and streamlining data to remove conflict on outage timing. The results were used to develop a Group template contract
  • •Initiated the work of developing the bidding strategy for generating assets to inform the final portfolio bid strategy for the UK government capacity market auction. I developed the ToR for the process with a bid strategy timeline that identified the various key internal governance approval points and external policy points and obtained approval from the Director to proceed, rolling out the programme to the station directors.
  • •Led an interdisciplinary team to deliver the business case for biomass conversion of the coal power stations. The results showed that the economics, regulatory and supply chain were favourable but the engineering and fuel contracts needed to be addressed quickly to capture the overall favourable investing climate. I developed the business case and governance that would deliver the feasibility phase through to implementation.
2011 – 2012
(Feb – Jan)

Senior Energy Consultant

Ernst and Young
  • •Conducted an analysis and review of KCAD's Asset Management Process and the specific Equipment Maintenance Organisation to determine the gaps to fulfil business strategy for equipment integrity, availability and reliability. Assessed policies related to preventative maintenance, scheduling, prioritisation and strategic spares philosophy against industry standards. Recommended ten top actions to close the major gaps which were agreed and implemented by the company.
  • OLYMPIC DELIVERY AUTHORITY (London)
  • •Performed an audit of NEC3 contracts and interviewed various contractors against works progress, cost and QA/QC systems. I held several stakeholder meetings, which included owner, contractor and sub-contractor, to agree recommendations and finalise actions to close red-amber areas. As a result, the stakeholders developed event recovery plans that were able to close the identified gaps.
  • •Performed an Operations Readiness review for US$500 million CAPEX project at the Pernis Refinery. The main reasons for the cost and scheduling overrun were the defects in on-site quality and HSE by sub-contractors. I recommended Shell take the mandate of on-site HSE and install a dedicated technical field supervision team.
2009 – 2010
(Sep – Nov)

2010 MBA Graduate (Distinction) and Mentor to 2010/2011 cohort

City University - Cass Business School
  • RES GROUP LTD., Kings Langley
  • •Conducted a Strategy Project to determine how the investor appetite and market structure might change if the financial support mechanism changed from a Renewable Obligation (RO) system to a Feed-in-Tariff system. Using Shell’s Scenario Planning Methodology to make strategy recommendations, research was conducted using market analysis, sensitivity analyses, financial modelling and interviews with major stakeholders to determine potential impacts on the renewable energy sector and RES Group’s business strategy.
  • STATKRAFT MARKETS B.V., Holland
  • •Organised and chaired a three day workshop for a technical and commercial team from Ampyx and Statkraft to work through several feasibility scenarios of success for this start-up alternative energy company. I pre-determined the scenarios, guided technical and business discussions and delivered a revised business plan to deliver the next rounds of funding.
  • INVEN GROUP LTD., Poland
  • •Led and managed a team of five responsible for making renewable energy policy recommendations to Inven Group. The recommendations were to change from quota system to FIT system and to change surrounding policies to give greater support and priority to renewable energy generators. The recommendations were accepted and are being ratified by the Polish government.
  • CASS BUSINESS SCHOOL
  • •Electives completed: Mergers and Acquisitions, International Financial Management, Innovation and New Product Development, Managing Strategic Change, Strategy in the Face of Uncertainty, Relationship Management and Marketing, Leadership.
2010
(May – Sep)

Researh Project

RES Group , United Kingdom
  • Conducted research for RES Group to determine how the investor appetite and market structure might change if the financial support mechanisms changed from a Renewable Obligation system to a Feed-in-Tariff system. Research was conducted using market analysis, sensitivity analyses and interviews of major stakeholders to determine potential impacts on the renewable energy market and RES Group’s business strategy and to recommend changes.
2010
(Aug – Aug)

Consultant

INVEN Group Ltd. , Poland
  • Led and managed a team responsible for making renewable energy policy recommendations for the Polish government. The recommendations have been accepted by the influential INVEN Group, who will use our policy research report to lobby the Polish government for changes to current policies. The new recommendations of my team are expected to be ratified by November 2010.
2010
(May – Aug)

Business Development Assistant

Statkraft Markets B.V. , Netherlands
  • Organised and chaired a three day workshop for a technical and commercial team from Ampyx and Statkraft to work through several feasibility scenarios of success for this start-up alternative energy company. Responsible for pre-determining the scenarios, guiding technical and business discussions and ensuring the delivery of a revised business plan to deliver the next round of funding.
2005 – 2009

Senior Consultant Engineer

MW Kellogg Ltd , United Kingdom
  • Ammonia/Syngas Technology (Germany, Pakistan)
  • Managed an interdisciplinary cross-cultural team in Pakistan and London responsible for the completion of a plant performance test. Completed 50% ahead of schedule, which enabled extra technical discussions, team building and a faster project start.
  • Supervised a team to complete a capacity increase study report. As a result of exceptional quality, further contract was awarded to the company, generating an additional £200,000 of revenue
  • Developed a full scale Carbon Capture and Storage (CCS) model that has been used as a template for future CCS design saving the company up to 30% in project scheduling time and cost.
  • Identified an issue regarding Knowledge Management within the department. Created plant descriptive templates to bridge the gap which resulted in improved team and project efficiency.
  • Gorgon LNG (Australia)
  • Managed an interdisciplinary technical team to ensure HAZOP was completed in six months, producing a more accurate document for budgeting and forecasting purposes, which led to the client approval of Final Investment Decision.
  • PDVSA Refinery (Venezuela)
  • Led a team that identified areas of design faults which resulted in overhaul of HSE. Put into place new control systems to ensure quality and risk mitigation and protection of the company’s reputation and goodwill.
2005 – 2009

Senior Chemical Engineer

MW Kellogg Ltd.
  • Ammonia/Syngas Technology (Germany, Pakistan)
  • • Managed an interdisciplinary cross-cultural team in Pakistan and London responsible for the completion of a plant performance test. Completed 50% ahead of schedule, which enabled extra technical discussions, team building and a faster project start.
  • • Supervised a team to complete a capacity increase study report. As a result of exceptional quality, further contract was awarded to the company, generating an additional £200,000 of revenue
  • • Developed a full scale Carbon Capture and Storage (CCS) model that has been used as a template for future CCS design saving the company up to 30% in project scheduling time and cost.
  • • Identified an issue regarding Knowledge Management within the department. Created plant descriptive templates to bridge the gap which resulted in improved team and project efficiency.
  • Gorgon LNG (Australia)
  • • Managed an interdisciplinary technical team to ensure HAZOP was completed in six months, producing a more accurate document for budgeting and forecasting purposes, which led to the client approval of Final Investment Decision.
  • PDVSA Refinery (Venezuela)
  • • Led a team that identified areas of design faults which resulted in overhaul of HSE. Put into place new control systems to ensure quality and risk mitigation and protection of the company’s reputation and goodwill.
2003 – 2005

Project Manager/Production Engineer

BP
  • • Identified, proposed and executed areas for increased production through revamping older wells and proposing new wells. Increased production and revenues with roughly one new well added every year.
  • • Completed a $2.5 million US well intervention job by managing an interdisciplinary team to bring online a “dead” well. Resulted in the successful re-production with a project payback time of 12 days and annual revenues of over US$200 million.
2001 – 2003

Project Manager/Operations Engineer

PCS Nitrogen
  • • Led an interdisciplinary team of forty and managed sub-contractors for high priority US$350,000 environmental project. Achieved environmental compliance for the largest fertiliser complex in the country, saving the company US$10,000 per month.
  • • Conceived, designed and oversaw the installation of a temporary piping system from one ammonia plant to the next which saved the company $2.5 million US in lost production.
  • • Managed an interdisciplinary team in Trinidad and Italy to revamp the Urea plant. The project resulted in a 50% increase in plant capacity.

Work

2013 – present

Gas Commercial/Contracts Manager

EDF Energy
  • •In charge of negotiating service level agreements with OEMs. Conducted a detailed review of proposed OEM agreements to determine the true business benefits while upholding the maintenance strategy. Culled several OEM contracts and moved others to cheaper non-OEMs while ensuring the integrity of the operations. Negotiated commercial and contract terms with the chosen service providers saving the company almost £1.3 million.
  • •Commercial and contract manager for the implementation of safety critical equipment. Developed the contractual framework and contracting strategy and worked with the Legal Department to deliver the contractual terms aligned to the strategy. Against a backdrop of two simultaneous and difficult re-organisations, I harnessed an informal team and successfully negotiated the contract for the implementation and O&M phases.
  • •Management representative at industry group meetings, working with other industry representatives to discuss national and EU regulatory and business matters that impact the commercial viability of the assets. Worked with the internal Regulations and Finance teams to understand the impact on profitability of the asset and with industry members to actively lobby regulator in areas damaging to the industry.
  • •Led the development of the commercial and negotiating strategy for asset replacement. Worked with the Legal, Operations and Trading teams and held several workshops to discuss the available negotiating strategies and their commercial implications. Presented overall findings and recommendations to an Executive Committee who are actively pursuing the recommendations.
  • •Managed the relationships for the integration of the two gas storage assets providing the communication channel between the onsite operations team and finance and trading teams. Responsible for normalising the contracts and contractual relationships across both assets resulting in cost synergies.
2012 – 2013
(Feb – May)

Gas Asset Strategy, Asset Lifetime Planning

EDF Energy
  • •Responsible for delivering the accounting and tax treatment of the framework contract to share strategic spare parts across CCGT stations.The process involved a high level of stakeholder management to agree working solutions to differences in tax and accounting treatments between the EU and UK and compromise on legal language. Successful delivery of the framework contract on time saving 50% on Capex.
  • •Performed a complete review of the LTSA contract to identify areas for potential commercial re-negotiation prior to commissioning, technical and commercial areas of improvement for input into future similar contracts and to make recommendations on post-LTSA maintenance management. I identified several areas for improvement, e.g., returning the time value of money and streamlining data to remove conflict on outage timing. The results were used to develop a Group template contract
  • •Initiated the work of developing the bidding strategy for generating assets to inform the final portfolio bid strategy for the UK government capacity market auction. I developed the ToR for the process with a bid strategy timeline that identified the various key internal governance approval points and external policy points and obtained approval from the Director to proceed, rolling out the programme to the station directors.
  • •Led an interdisciplinary team to deliver the business case for biomass conversion of the coal power stations. The results showed that the economics, regulatory and supply chain were favourable but the engineering and fuel contracts needed to be addressed quickly to capture the overall favourable investing climate. I developed the business case and governance that would deliver the feasibility phase through to implementation.
2011 – 2012
(Feb – Jan)

Senior Energy Consultant

Ernst and Young
  • •Conducted an analysis and review of KCAD's Asset Management Process and the specific Equipment Maintenance Organisation to determine the gaps to fulfil business strategy for equipment integrity, availability and reliability. Assessed policies related to preventative maintenance, scheduling, prioritisation and strategic spares philosophy against industry standards. Recommended ten top actions to close the major gaps which were agreed and implemented by the company.
  • OLYMPIC DELIVERY AUTHORITY (London)
  • •Performed an audit of NEC3 contracts and interviewed various contractors against works progress, cost and QA/QC systems. I held several stakeholder meetings, which included owner, contractor and sub-contractor, to agree recommendations and finalise actions to close red-amber areas. As a result, the stakeholders developed event recovery plans that were able to close the identified gaps.
  • •Performed an Operations Readiness review for US$500 million CAPEX project at the Pernis Refinery. The main reasons for the cost and scheduling overrun were the defects in on-site quality and HSE by sub-contractors. I recommended Shell take the mandate of on-site HSE and install a dedicated technical field supervision team.
2009 – 2010
(Sep – Nov)

2010 MBA Graduate (Distinction) and Mentor to 2010/2011 cohort

City University - Cass Business School
  • RES GROUP LTD., Kings Langley
  • •Conducted a Strategy Project to determine how the investor appetite and market structure might change if the financial support mechanism changed from a Renewable Obligation (RO) system to a Feed-in-Tariff system. Using Shell’s Scenario Planning Methodology to make strategy recommendations, research was conducted using market analysis, sensitivity analyses, financial modelling and interviews with major stakeholders to determine potential impacts on the renewable energy sector and RES Group’s business strategy.
  • STATKRAFT MARKETS B.V., Holland
  • •Organised and chaired a three day workshop for a technical and commercial team from Ampyx and Statkraft to work through several feasibility scenarios of success for this start-up alternative energy company. I pre-determined the scenarios, guided technical and business discussions and delivered a revised business plan to deliver the next rounds of funding.
  • INVEN GROUP LTD., Poland
  • •Led and managed a team of five responsible for making renewable energy policy recommendations to Inven Group. The recommendations were to change from quota system to FIT system and to change surrounding policies to give greater support and priority to renewable energy generators. The recommendations were accepted and are being ratified by the Polish government.
  • CASS BUSINESS SCHOOL
  • •Electives completed: Mergers and Acquisitions, International Financial Management, Innovation and New Product Development, Managing Strategic Change, Strategy in the Face of Uncertainty, Relationship Management and Marketing, Leadership.
2010
(May – Sep)

Researh Project

RES Group , United Kingdom
  • Conducted research for RES Group to determine how the investor appetite and market structure might change if the financial support mechanisms changed from a Renewable Obligation system to a Feed-in-Tariff system. Research was conducted using market analysis, sensitivity analyses and interviews of major stakeholders to determine potential impacts on the renewable energy market and RES Group’s business strategy and to recommend changes.
2010
(Aug – Aug)

Consultant

INVEN Group Ltd. , Poland
  • Led and managed a team responsible for making renewable energy policy recommendations for the Polish government. The recommendations have been accepted by the influential INVEN Group, who will use our policy research report to lobby the Polish government for changes to current policies. The new recommendations of my team are expected to be ratified by November 2010.
2010
(May – Aug)

Business Development Assistant

Statkraft Markets B.V. , Netherlands
  • Organised and chaired a three day workshop for a technical and commercial team from Ampyx and Statkraft to work through several feasibility scenarios of success for this start-up alternative energy company. Responsible for pre-determining the scenarios, guiding technical and business discussions and ensuring the delivery of a revised business plan to deliver the next round of funding.
2005 – 2009

Senior Consultant Engineer

MW Kellogg Ltd , United Kingdom
  • Ammonia/Syngas Technology (Germany, Pakistan)
  • Managed an interdisciplinary cross-cultural team in Pakistan and London responsible for the completion of a plant performance test. Completed 50% ahead of schedule, which enabled extra technical discussions, team building and a faster project start.
  • Supervised a team to complete a capacity increase study report. As a result of exceptional quality, further contract was awarded to the company, generating an additional £200,000 of revenue
  • Developed a full scale Carbon Capture and Storage (CCS) model that has been used as a template for future CCS design saving the company up to 30% in project scheduling time and cost.
  • Identified an issue regarding Knowledge Management within the department. Created plant descriptive templates to bridge the gap which resulted in improved team and project efficiency.
  • Gorgon LNG (Australia)
  • Managed an interdisciplinary technical team to ensure HAZOP was completed in six months, producing a more accurate document for budgeting and forecasting purposes, which led to the client approval of Final Investment Decision.
  • PDVSA Refinery (Venezuela)
  • Led a team that identified areas of design faults which resulted in overhaul of HSE. Put into place new control systems to ensure quality and risk mitigation and protection of the company’s reputation and goodwill.
2005 – 2009

Senior Chemical Engineer

MW Kellogg Ltd.
  • Ammonia/Syngas Technology (Germany, Pakistan)
  • • Managed an interdisciplinary cross-cultural team in Pakistan and London responsible for the completion of a plant performance test. Completed 50% ahead of schedule, which enabled extra technical discussions, team building and a faster project start.
  • • Supervised a team to complete a capacity increase study report. As a result of exceptional quality, further contract was awarded to the company, generating an additional £200,000 of revenue
  • • Developed a full scale Carbon Capture and Storage (CCS) model that has been used as a template for future CCS design saving the company up to 30% in project scheduling time and cost.
  • • Identified an issue regarding Knowledge Management within the department. Created plant descriptive templates to bridge the gap which resulted in improved team and project efficiency.
  • Gorgon LNG (Australia)
  • • Managed an interdisciplinary technical team to ensure HAZOP was completed in six months, producing a more accurate document for budgeting and forecasting purposes, which led to the client approval of Final Investment Decision.
  • PDVSA Refinery (Venezuela)
  • • Led a team that identified areas of design faults which resulted in overhaul of HSE. Put into place new control systems to ensure quality and risk mitigation and protection of the company’s reputation and goodwill.
2003 – 2005

Project Manager/Production Engineer

BP
  • • Identified, proposed and executed areas for increased production through revamping older wells and proposing new wells. Increased production and revenues with roughly one new well added every year.
  • • Completed a $2.5 million US well intervention job by managing an interdisciplinary team to bring online a “dead” well. Resulted in the successful re-production with a project payback time of 12 days and annual revenues of over US$200 million.
2001 – 2003

Project Manager/Operations Engineer

PCS Nitrogen
  • • Led an interdisciplinary team of forty and managed sub-contractors for high priority US$350,000 environmental project. Achieved environmental compliance for the largest fertiliser complex in the country, saving the company US$10,000 per month.
  • • Conceived, designed and oversaw the installation of a temporary piping system from one ammonia plant to the next which saved the company $2.5 million US in lost production.
  • • Managed an interdisciplinary team in Trinidad and Italy to revamp the Urea plant. The project resulted in a 50% increase in plant capacity.

Education

2009 – 2010

City University - Cass Business School

Masters in Business Administration (MBA)- Distinction (Masters)
2009 – 2010

City University - Cass Business School

MBA - Distinction
1996 – 2000

McGill University

Bachelor of Engineering (B.Eng.)

Clubs

Not a member of any clubs

Achievements

  • Member of the Institute of Chemical Engineers
  • Prince2 Certified Practioner
  • Compeleted Flora London Marathon (2008)
  • Mentor for City University

Additional Info