Head of Projects

• Aug 2021 - Present

Head Commercial

• Mar 2019 - Present

Responsible for developing and driving the execution of sustainable strategies to ensure the commercial success of the business as both an electricity provider and technical services company. The role also includes corporate and regulatory liaison to achieve optimal generation of the power plant while ensuring internal plant and business performance level aligns to stakeholders expectations.

Business Performance Analyst

• Sep 2018 - Mar 2019

Data analytics support to monitor and evaluate business performance relative business objectives; while developing actionable strategies and plans to improve performance towards profitability. These plausible and executable plans are created in context of the business environment as well as key plant performance drivers like production availability, efficiency, reliability and optimisation indices.

Operations Performance Engineer

• Feb 2017 - Mar 2019

Managed the process of evaluating the continuous production data from the plant such that input resources are efficiently transformed into generated energy. This includes recommending optimal load balancing and systemic process adjustments. In 2017 efficiency increased by 0.28 percentage pointsManaged, especially through the use of data analytics, the process of developing actionable activities that ensure the optimal use of gas and water. This is also extends to reconciling actual to ideal utilisation so deviations are captured and waste is reduced. In 2017, I developed project 200 to ensure the each unit consumes 200 Tons of water or less.Managed the project that involves applying variable speed drive technology to the plant Forced Draft Fan motor that would reduce auxiliary power consumption and increase net efficiency. Managed the upgrade and further automation of the operations logging tool which work on macros enabled excel documents, database and automatic communication data collection devices. This improved productivity and it is being upgraded to being internet based as part a total business innovation framework.Managed the further visual management of the plant (project poka yoke) which involves detailing process equipment at plant local to improve operational productivity (speed) and avoid forced errorsDeveloped an executive efficiency reporting (monthly and annually) that essentially captures the thermal efficiency analysis, plant and resource (water and gas) utilisation as well as ongoing projects. This is useful for top management decision-making process. Also managed the project for the development of the company’s generation target tracker that captures, through a model, the daily average generation load required to achieve company annual targets vis-à-vis any operational constraints Show less

Researcher

• Feb 2015 - Jan 2017

Developed a strategic investment framework for Power Plant operation and maintenance performance improvement support softwares like Early Warning, Condition Based Maintenance and Asset Management Systems, after considering longterm business objectives, technical and commercial criteria. Developed the workflow process for constructing an Enterprise Asset Management System - EAMS (The Early warning system is a sub-system of the EAMS) for Power Plants. It is a process management system aimed at reducing plant cost by up to 17.5% upon full implementation. Developed, via research tools, a Fault Diagnostics profile as well as Graphic User Interface (GUI) for a new Early Warning System (EWS) for various Power Plants (E.g. Gas Turbine and Diesel Generators). The new EWS development project budget is estimated at about £1.15 million. Show less

Maintenance Planning and Project Engineer

• May 2014 - Jan 2015

Conducted a gap analysis on the old maintenance planning system and found that the process lacked structure, in terms of proper maintenance work definition; work data collation, analysis, fault trend and reporting as well as process follow through to ensure documented completion. Designed a new process where all required maintenance is captured from the operations team, verified, captured in the maintenance management software and categorised depending on the nature or work; there are three main categories. Delegated the new process to team members to follow through on each of the maintenance work categories, namely Outage/Overhaul, Routine and Running Work-order maintenance works. Coordinated with heads of Maintenance units and the Operations Department to discuss feedback (completed, pending and suspended works) from team members and agree on the strategic maintenance plans to be adopted at monthly Management Information System (MIS). Also set KPIs for team members in terms of maintenance data collection, verification, analysis and reporting Coordinated all project kick off meetings where the contractor, user group and project team will define expectations for the project especially the delivery time, responsibility matrix and change management process Managed the relations between user group and contractor, addressed project gaps and deviations and escalated intractable issues to the requisite penalty administration. Conducted weekly works’ evaluation along with the user group and prepared weekly project report summary for top management showing project status, deviations and change requests Ensured that by the end of every project, all deliverables are met by carrying out final evaluation before handover Show less

Mechanical Engineer and Project Management

• Nov 2013 - Apr 2014

Managed the change process for the technical workflow during the transition period project. This was the initial 6month period post complete take-over; following Sahara Power Group’s acquisition of majority stake in Egbin Power Plant

Business Development and Technical Sales

• Sep 2010 - Oct 2013

Implemented a new business solution that increased the company’s Sales and Revenue, which resulted in a leaner and efficient Product to Revenue cycles. Over 5 units of this solution were deployed with the periodSuperintended a team of three persons that implemented new trading and supply strategies to meet the energy needs of customers resulting in a sales volume increase of 350% from 2011 to 2013Conducted technical assessment of customers’ facilities, submitted evaluation reports and proffered solutions to customers’ energy related issues. This value added service guaranteed sales volume and relationship with customerReviewed contract documents to ensure all technical commitments are achievable and in the best interest of the company. Coordinated contract negotiations sessions with the customer and company’s legal team to ensure that disputed terms are agreed effectively and contracts are executed speedily for business continuity Show less

Business Development

• Nov 2008 - Aug 2010

Developed dynamic pricing models vis a vis prevailing market situations and customers needs. Negotiated incoterms for the transaction, secured financial instrument (Letter of Credit or Bank Guarantee) from customer and set product delivery in motion while tracking and communicating the entire delivery process remotely.Managed product receipt operations via sea vessels, prepared as well as submitted invoices for final volume received by customer and follow up for prompt payment