Internationally experienced in power generation business development and project implementation. Projects have been successfully negotiated and managed for key technology supply and installation contracts, electrical interconnections, fuel handling systems and energy supply. A strong background in thermal and nuclear power systems engineering with field and office based experience is complemented by an upbeat and proactive leadership style that promotes full team and business partner involvement in plant development, construction and operation.

Operations Director @ M+W Group is consolidating its global energy and environmental operating business to be based in the UK, as M+W Energy. Responsibility to develop and build a centralized business operating model that supports M+W Energy's global business, From November 2014 to Present (1 year 2 months) United KingdomVice President, Plant Project Management Team @ Samsung C&T has a well established global large construction project delivery capabilty, particularly in the Far East, Middle East and Australasia. Samsung C&T's objective is to offer far eastern cost competitiveness with their capability in advanced technology solutions. Expanding their share in the European energy construction industry, this role will lead the regional plant project management team in support of Samsung C&T's European aspirations. From April 2013 to October 2014 (1 year 7 months) Project Director @ Management oversight of the Don Valley IGCC power project development near Doncaster, UK. This is a first of its kind £5bn development employing a 2+1 CCGT with integrated coal gasification and pre-combustion carbon capture with the liquid CO2 being used for Enhanced Oil Recovery in the UK’s North Sea oil reserves. From August 2012 to February 2013 (7 months) Guildford, United KingdomProjects & Engineering Director @ Seconded to E.ON International Energy as the bridgehead for E.ON's Engineering New Build & Technology Division providing engineering support, evaluation of technical and economic project technologies and asset evaluation in Due Diligence work. • Undertook Due Diligence of the project execution of three significant hydro projects in Turkey as part of a potential new JV that E.ON would buy in to. • Developed generic in-country CapEx models for Turkey's CCGT and coal fired power plant. Then investigated opportunities for economically optimising these generic models for optimum project lifetime returns. From April 2011 to July 2012 (1 year 4 months) Projects Director @ Berezovskaya Unit 3 Coal Fired Power Station, Siberia. This 800MW lignite fired single unit extension to the existing two unit station began in 1992, but (due to perestroika) ran out of money during the early civil construction stage. E.ON now has to complete the unit some twenty years later. The following tasks were completed: • Lead a team of European specialists in a fast-track (three-week) review of the project investment opportunity to estimate CapEx, investment risks and verify project profitability. The report was then presented to the E.ON Board where the decision was made to go ahead with the project. • Managed the assembly and issue of the EPC Contract bid with the support of a legal, technical and project team. • EPC Contract offers from Russian contractors were evaluated technically and commercially. Based on the advice given to the E.ON board, the project is now under construction. From September 2010 to March 2011 (7 months) Moscow, Russian FederationGeneral Project Manager @ Grain Combined Heat & Power Plant, UK. The 1,250 MW Grain CHP project is Britain’s largest CHP scheme with the flexibility to also operate in CCGT mode if the neighbouring LNG facility does not need heat. At the height of the £450 million project, 1600 were employed in the field labour force. Having joined the project part way through the civil construction phase, achievements to date have included: • Leading the initiative to improve the contractor’s performance, in part by reaching a commercial settlement on claims amounting to £65 million, whilst protecting E.ON’s commercial position. • Attention to managing costs, re-structuring the project completion sequence and accounting for subsequent benefits to project cash forecast improved the project NPV investment projection. • Managing organisational boundaries to bring headquarters, project and operations staff closer together to act as a single cohesive team with clear accountabilities and a focus on delivery. • As the project’s Engineer, claims have been mediated and engineering directions have been evaluated with full and impartial consideration to engineering, contractual and project delivery. • Created an engaging and proactive management team with attention to technical and project delivery with particular attention to business critical deliverables. • Improved the project’s profile and promoted the knowledge pool in E.ON’s project delivery community by leading on the sharing of experience and hosting best practice workshops. From September 2008 to August 2010 (2 years) Project Director @ In support of a new leadership of the Bruce Power Units 1&2 Restart Project, a nine month assignment was taken during which time personal deliverables included: • Supported a reforecast of cost and schedule for a programme of plant refurbishment contracts on the Bruce Power Units 1&2 restart project. • Lead Amec’s part in a Due Diligence Review of the refurbishment programme cost and scope. • Assisted in the implementation of more stringent project cost and schedule controls systems. From November 2007 to August 2008 (10 months) Site Services Director @ As part of a leadership alliance with UKAEA and CH2M Hill, management oversight of Dounreay’s Site Services Unit accelerated facility decommissioning. Achievements in the role included: • Reorganised Site Services Unit’s 350 staff into an energized project driven decommissioning team. • Changed procedures and systems used to operate, maintain and decommission site infrastructure, including review of Plant Maintenance Instructions to remove redundant maintenance activities. • Accelerated the decommissioning of redundant buildings and nuclear facilities as more focused project deliverables, rather than the previous abandonment of maintenance. • Developed the effectiveness of support services including record maintenance, analytical laboratory services, engineering design services, contaminated land remediation projects and provision of the Fire, Ambulance and OHD services. In some cases these areas are now credible spin off businesses that are being developed as part of the site’s sustainable business plan. From January 2006 to December 2007 (2 years) Director of Operations @ Following the sale of two of AMEC’s offices in Australia, the remit was to conclude the post-sale deliverables and bring closure to three projects with specific demands on the role as follows: • Concluded the post-business sale of the Adelaide based Mayfield Engineering office and Perth based Metlab’s office, previously parts of AMEC’s Australian Construction Division. • Brought closure to a $AUS 30 million EPC Contract for the Telfer Power Plant. The 3 x LM6000 gas turbine project had significant schedule and cost over-run and required intensive trouble shooting. Commercial management involved completing the trouble struck project to contract and preparing for financial settlement. • Recovered commercial claims including a $AUS 1 million outstanding debt from a contract to install car process equipment at an Adelaide car manufacturing plant. From February 2005 to December 2005 (11 months) Operations Director @ Contracted to the US Government, the FluorAMEC joint venture had oversight of several power projects within the overall scheme to rebuild Iraq’s infrastructure. Achievements included: • Mobilized the New Power Generation programme management team to Baghdad. • Liaised with the US Government’s Contracting and Projects Office to survey, select and formulate several power projects critical to establishing strategic military and political presence. • Negotiated several key design and hardware contracts with international organizations. These included boiler design and erection details from TechnoPromExport (Russian Government), steam turbine hardware SI Consortium (Italian private company), and design documentation from Sitia International (Jordanian private company). • Lead and participated several surveys of run-down and unfinished power facilities across Iraq to scope refurbishment, re-planting and take-over projects. • Oversaw several overhaul, rebuild and new build power projects that resulted from field surveys, design concept development and negotiated design and hardware contracts described above. From March 2004 to January 2005 (11 months) Project Director @ Turnkey contracts totalling $2 billion using GE’s 9FA technology, the Gebze (1554 MW), Adapazari (777 MW) and Izmir (1523 MW) Combined Cycle Gas Turbine (CCGT) power projects. Joined mid-stream to the project after a history of safety and quality problems: • The Gebze and Adapazari contracts were brought in on schedule. Some unavoidable delay on Izmir was effectively mitigated through partnering with the turnkey contractor and Turkish utility. • Gebze and Adapazari achieved 4 million man-hours worked without a lost time incident from the time of joining the projects. Before this 5 million man-hours had been worked since job inception with nine lost time incidents and two fatalities. • Responsible for a twenty strong team of construction engineers, and working with the operations teams one hundred and twenty strong team supporting plant commissioning. • Communication interfaces and team moral was radically improved to promote co-operative working relationships within the owner’s team and with the managing contractor (Bechtel–Enka). • Commercial and engineering reporting was streamlined to communicate a better understanding to senior management and the Banks of progress and how key issues were being addressed. From September 2001 to February 2004 (2 years 6 months) Construction Project Manager @ Coryton Power Station is a 792 MW CCGT plant located on the Thames Estuary in Southeast England. Based on ABB’s GT26 technology, the technical and project management lead involved: • Negotiating technical scope and contractual deliverables for the purchase of the project from Mobil Power, turnkey contract with Bechtel and power island contract with Alstom. • Managing the main turnkey contract, 400 kV grid connections, gasoil fuel handling interface facilities with the neighbouring BP refinery and gas off-take facility from the Transco national grid through the construction phase. These were all brought in within budget. • Significant shortfalls of Alstom’s GT26 technology were managed, including on-site retrofitting of generic modifications, addressing contractual matters and effectively maintaining project schedule. • Management reporting to the Banks and InterGen’s senior executive. • Responsible for a team of five discipline engineers, with the forty strong operations team providing support to plant commissioning activities. • At the height of the £475 million project, 700 were employed in the field labour force. From June 1997 to August 2001 (4 years 3 months) Site Manager @ Leading Westinghouse’s site support team on the 200MW CCGT power plant, the scope of supply was the Westinghouse 501F CTG, STG, Nooter Eriksen HRSG and powerhouse ancillary plant. • Site technical and commercial needs were co-ordinated with the support of technical field assistants. • Single point interface between Engineering (based in Orlando, USA) and the field project. • Oversaw the first 501F machine to be shipped in bits and field assembled due to shipping limitations. • Interfaced with the architect engineers and main mechanical and electrical erectors to ensure field engineering was being adequately controlled and Westinghouse’s interests were being met. From March 1996 to June 1997 (1 year 4 months) Project Engineer @ Technical and commercial development of CCGT and CHP schemes involved appraisal of power cycle solutions utilising practicable sources of industrial process waste heat. • Responsible a 4.8 MW Typhoon CHP at Queen’s Medical Centre, Nottingham and a 25MW LM2500 CCGT/CHP scheme at Hickson & Welch, Yorkshire. These schemes were developed, a specification written, tenders assessed in conjunction with a questionnaire phase and turnkey contracts issued based on final negotiations involving the client and turnkey contractor. • Technical and financial computer models were written for plant through life capital and revenue costs, which included for plant performance degradation and maintenance schedules. • Technical knowledge complemented the use of a computer model (GTPro) to develop power systems which best suit client needs, whilst providing the best financial solution. From January 1995 to February 1996 (1 year 2 months) Mechanical Engineer @ Based on GE’s 9FA technology, TBV Power built and commissioned the Medway 700MW CCGT project. Equipment supply and installation contracts were overseen from a mechanical perspective from interface with civil works to final commissioning. This required: • Monitoring and coordinating contract progress to ensure it meets scope, quality and schedule. • Supported by four engineers accountability included the gas and steam turbines, condensing plant, cooling tower, CW system, field tanks, fire protection systems, electro-chlorination equipment, feed heating systems, HRSGs, fuel gas supply and steam system. • Responsible for authorising Permit to Work procedures for site mechanical work. • Supported TBV Power’s successful efforts to ISO9000 accreditation in 1994. • The project was nominated under the NACEI working agreement and an appreciation of the agreement terms was necessary for IR management. From January 1993 to December 1995 (3 years) Project Engineer @ Dual role as a project engineer and mechanical systems engineer specialising in feed heating plant and cooling systems, supporting projects in the design, construction and commissioning phases. • Specification and assessment of tenders varied from detailed engineering to co-ordination of specification assembly and issue. • Consulting engineers were managed on development, testing, design and construction work, ensuring the conclusions of each consulting study was effectively utilised for company action. • Liaison with equipment suppliers to maintain up to date product knowledge. • Project development varied from "first look" studies to live projects through to completion. Financial, technical, contractual and consents were reported to the Senior Executive team. • Green field and retrofit plant studies included 660MW coal fired units and 660MW CCGT units. • Management of technical issues within a three-man team overseeing Stone & Webster’s assessment of a scheme to retrofit CCGT single shaft machines in the place of 500MW coal fired units. • Project support on Whitehaven CHP (9MW), Northfleet Waste to Energy (50MW), Little Barford CCGT (675MW) and Didcot B CCGT (1400MW) projects. From January 1990 to December 1992 (3 years) Swindon, United KingdomProject Engineer @ Technical responsibility for feed heating systems, pumps, condensing plant and cooling water systems: • Remedies found for power station major system failures, safety, maintenance or performance issues. • Interfacing with suppliers on product developments and relevant company R&D projects. • Station performance investigations at Thorpe Marsh, Didcot, Blyth and Aberthaw Power Stations. • Technical specifications were prepared and tenders assessed for Northfleet (50MW Waste to Energy), Hub River (300MW coal/oil fired) and Deeside (675MW CCGT) power stations. From September 1988 to January 1990 (1 year 5 months)

PhD (ongoing), Business Administration @ University of Bath From 2007 to 2014 MBA, Engineering Management @ Loughborough University From 2002 to 2004 B.Eng (hons), Mechanical Engineering @ Plymouth Polytechnic From 1984 to 1988 Peter Kent is skilled in: General Management, Mechanical Engineer, International Business, Construction Management, EPC, Energy, Power Generation, Power Plants, Nuclear, Construction, Gas Turbines, Coal, Engineering, Project Execution, Commissioning