Signature capabilities

Problem

Skids Project Execution Framework covered how a project runs, but not how engineering design is organised within it. Pre-award workflow, IDC, responsibility matrix, and discipline activities were based on experience rather than documentation.

Approach towards solution

Co-developed the Engineering Design Guidelines procedure as the engineering-side pair to Skids Project Execution Framework. Introduced the Technical Authority model embedding TA responsibilities in discipline lead roles.

Solution

Live engineering reference for all INTECH skid projects. Covers engineering philosophy, full pre/post-award workflows, Responsibility Matrix, TA model, and interface points with six corporate procedures.

Problem

No structured document control system. Deliverables tracked across shared folders and email. Evaluated alternatives: full in-house build or a SaaS subscription.

Approach towards solution

Built a Power Apps solution with the IT lead, scoped to the portfolio deliverable register and approval workflow.

Solution

Deployed and in active use at over 99% below the in-house build estimate, with no recurring licence thanks to a PowerApps build, avoiding an expensive outsourced solution. Document traceability is now structured rather than dependent on email.

Problem

Zeon Chemicals required a first-of-kind process skids scope for INTECH: a US-based fabrication project with detailed specifications. The proposal had to demonstrate full technical competence before award.

Approach towards solution

Led the full proposal from bid to submission: hydraulic calculations, P&ID development, 3D model, BOM, technical datasheet responses, and commercial terms, all prepared to execution standard.

Solution

Proposal awarded. I then led delivery, first as Design Lead and then as combined Project + Design Lead, closing the project in December 2025. It is the only project in this portfolio where one engineer was responsible from bid to delivery close.

Problem

Renaissance Africa Energy required 2 Conventional Wellhead Control Panels for the Iseni Phase 1 Re-Engineering Project: Zone 1 classified, IP-66 rated, with hydraulic control of 3 well valves (WV, SSV, SCSSV) and DDP delivery to Port Harcourt, Nigeria.

Approach towards solution

Built the full technical proposal including hydraulic schematics (6 drawings), Zone 1 Ex’d compliance (IEC 60079), material specifications (SS-316 enclosures, IP-66), accumulator sizing, delivery timeline, and commercial terms.

Solution

Proposal awarded to INTECH. Fabrication, zone certification, and DDP delivery to Port Harcourt were in progress when I left INTECH in Jul 2026. The hydraulic schematic package prepared at proposal stage is the engineering baseline for execution.

Problem

Each bid required manual effort to estimate fabrication costs per shortlisted vendor: collecting rates, calculating scope-based pricing, and comparing options. This limited how many proposals the team could pursue without overloading fabricator relationships.

Approach towards solution

Built a parameterised Excel estimator with inputs for skid layout, fabrication rates, and complexity, allowing quick cost comparisons across shortlisted fabricators from one model.

Solution

Bid preparation timeline reduced by approximately 3 weeks per proposal. The team can now pursue more concurrent opportunities without placing disproportionate workload on preferred fabricators.

Problem

INTECH had no prior HIPPS execution history. The project required functional safety expertise, OEM qualification of safety components, and structural/stress analysis capabilities INTECH had not previously deployed at this scope.

Approach towards solution

Took the project’s mechanical lead role with no prior HIPPS experience. Developed CADWorx, STAAD Pro, and Navisworks capability during execution and applied existing CAESAR II skills.

Solution

BP ROO and Basra Oil Company attended FAT. The project became the execution reference for subsequent skids work.

Problem

Chemical injection and transfer skids for BP's Rumaila asset in Iraq. INTECH had no prior CI execution at this scale: 24 skids, multiple OEMs, fabrication in the UAE followed by deployment to Iraq.

Approach towards solution

Joined as design lead; the role later evolved into combined ownership of design and execution. Managed the full technical scope, including OEM engagement, punch closure, remote resolution, and site coordination from Pakistan after September 2024.

Solution

24 skids delivered. 5-star customer satisfaction from ROO. ~USD 45K in design-phase cost savings. RO230109 Success Story published. CI established as repeatable product class.

Problem

Radio link transmission caused latency mismatches in the pressure gradient algorithm: transmitters had different transmission times, resulting in inaccurate leak location.

Approach towards solution

Process of elimination using custom m42 scripts. Three candidate approaches tested against calculation-historian data from simulated pilferage events.

Solution

The first calculated response at pilferage onset is consistently closest to the true location. Using the warning threshold breach as the trigger: 70–80% within ±1 km. Benchmark met after 10+ tuning attempts.

Problem

Check-valve orientation was not in line with OEM recommendations on a completed skid, identified post-FAT. Default remediation (cut, reorient, retube, retest) would take approximately 2 months at significant cost.

Approach towards solution

Remote engineering analysis from Pakistan via photo review of installed configuration. Proposed in-place reorientation within the existing framework.

Solution

Punch closed in 2 days at about 97% below the default remediation. Schedule maintained.

Problem

The project was being delayed by limited engineering capacity at the fabrication partner, specifically in static equipment design and lifting calculations. Forecast delay: 3 months.

Approach towards solution

Worked on site at the UAE fabrication facility, coordinating one-to-one with each engineer and linking INTECH's back-office engineering team directly with the fabricator's site team.

Solution

Reduced coordination overhead and cross-party approval cycles through frequent structured meetings. Facilitated calculations, analysis, solution proposals, and approvals for all pending static equipment and lifting calculation issues. Delay mitigated from 3 months to 3 weeks by mutual agreement.

Problem

US-based fabricator had limited in-house engineering capability for customer specifications, piping, structural design, and lifting calculations. Project could not absorb redesign delay or non-compliant delivery.

Approach towards solution

INTECH mechanical team ran multiple virtual sessions covering valve selection, structural requirements, ladders/platforms, instrumentation, and tank selection. Lifting calculations transferred fully to INTECH ownership.

Solution

Compliant design delivered despite fabricator's capability gap. Lifting calculations prepared, submitted, and accepted by customer. Third instance confirming augmentation as a repeatable TPM capability.

Problem

Qualification of HIPPS components was handled ad hoc, with different ITP formats per vendor, inconsistent review triggers, and no standard qualification record, creating audit risk and FAT rework exposure.

Approach towards solution

Standardised the vendor qualification cycle. Built ITP templates per vendor class. Embedded review checkpoints before integration rather than at FAT.

Solution

FAT completed across 17 skids. Qualification records clean and auditable. Standardised cycle now the reference for future HIPPS and CI vendor qualification.

Problem

Early skids had valves damaged during hydrotest because testing was carried out outside a controlled environment. Seven skids remained.

Approach towards solution

Identified root cause in testing sequence and pressure application method. Proposed and validated a revised methodology from skid 2 forward on-site.

Solution

Zero valve damage across 1,600 hydrotests on the remaining 7 skids. The revised methodology became the predecessor of the portfolio standard for tubing-valve hydrotesting.

Problem

HIPPS execution required simultaneous ownership of mechanical design, structural/stress analysis, vendor QA on safety-rated components, and a change management process the project didn't have at start.

Approach towards solution

Carried all four domains as Lead Mechanical Engineer. Applied CAESAR II skills from ARL and built STAAD Pro review capability during the project. Developed the Tag Change Management Process mid-execution.

Solution

Project delivered at committed timeline. Structural and stress analysis completed in-house. Tag change management established on HIPPS; the PMI-aligned integrated change control process that followed was introduced on CI and then adopted portfolio-wide.

Problem

CI required design leadership, commercial awareness (cost engineering, inspector hiring), physical site presence in the UAE, and then continued technical judgment remotely from Pakistan.

Approach towards solution

Covered all four roles across the project. Proposed the in-house inspector hiring model, which was adopted. Resolved check-valve and flow measurement punches remotely after September 2024.

Solution

~USD 45K design-phase savings. Inspector hiring model adopted across the portfolio. Remote punches closed in 2 days.

Problem

PARCO required HMI packages for two user groups with different needs: operators on daily shifts, and engineers configuring and troubleshooting the system. A single HMI would not have served both well.

Approach towards solution

Built two separate HMI sets on PSI's platform. Operator HMI for situational awareness and alarm response. Engineer HMI for configuration, tuning, and diagnostics. Both integrated with RTTM, MCMB, NPW, and custom batch-tracking widgets.

Solution

Both packages were deployed to their user groups. The customer requested an extended training role after commissioning, with the HMIs as the basis for training.

Problem

Zeon was a US-based fabrication project managed from Pakistan. Physical distance plus a fabricator with limited reporting discipline made status and risk visibility unreliable.

Approach towards solution

Built Progress Info Radiator, Integration Info Radiator, and Risk Info Radiator. Conducted on-site inspection in the USA when remote reporting and site reality had drifted apart.

Solution

Info radiators maintained structured visibility throughout. The inspection identified undisclosed issues (a damaged tank, incomplete valve ordering) before they affected delivery. Woodrow Dinstel: "Your support has been superb — from managing engineering efforts to keeping myself informed and updated."

Problem

Scope changes, design evolutions, and field deviations were being absorbed informally during execution. No structured channel existed to evaluate impact, obtain approval, and update downstream documentation before changes hit fabrication and QA.

Approach towards solution

Developed and implemented a formal Integrated Change Control process aligned with PMI's framework. Defined what constitutes a change, impact evaluation required, authorisation channel, and mandatory downstream update cycle across engineering, procurement, and QA records.

Solution

First applied on CI and adopted across the portfolio. Every change (scope, design, or field-initiated) goes through a controlled process before it affects fabrication or documentation. Referenced in Skids Project Execution Framework as a portfolio standard.

Problem

Pre-award risk identification was ad hoc: it differed by project, was not structured, and did not feed back into proposals or execution planning.

Approach towards solution

Led portfolio-level Risk Identification Workshops. Built the structured format and facilitation approach. Incorporated pre-award risk identification into Engineering Design Guidelines as an operating requirement.

Solution

Risk identification workshops are now a defined pre-award step across the skids portfolio. Outputs feed engineering effort estimates and proposal risk pricing, turning individual judgment into a repeatable practice.

Problem

Three projects presented vendor-quoted remediations that were commercially disproportionate to the underlying engineering task. Default compliance: the full vendor quotes and 14+ weeks combined.

Approach towards solution

In each case, read past the default to the actual engineering task. HIPPS CADWorx: supervised in-house redesign. CI check-valve: remote reorientation. Zeon stress analysis: Pakistan-routed vendor.

Solution

~USD 62K+ cost avoided and ~12 weeks of schedule recovered, with ~80% lower cost per instance across three projects over three years.

Problem

Proposal generation and detailed engineering were outsourced, with a high unit cost per engagement and limited control over delivery accuracy and scope definition.

Approach towards solution

Developed the in-house capability to deliver both. Built the team, process discipline, and tooling to run full proposal packages and detailed engineering without external dependency.

Solution

In-house delivery at 40% of the external proposal cost, a 60% cost reduction. The same team now delivers detailed engineering at 17% higher accuracy than the external benchmark.