Judged on outcomes, not documents.

I led the business process workstream of a transformation programme in refining and petrochemicals: management of change, root cause analysis, KPI and process metric definition, loss capture at three severity levels, training design and embedding.

The work was making improvement stick. Refining the management of change process and agreeing its SLAs and KPIs. Building a simple tool for control rooms to capture in-day repetitive losses. Coaching the application of root cause analysis in the operational environment rather than in a workshop.

I was subsequently asked to support a major shutdown and turnaround, mapping stakeholders and decision rights so that alignment existed before the plant came down.