Senga Barrell

• Developed urgently required, 'fit for purpose' portfolio reporting for the PNG Business Unit (US$ 1BN gross)
• Whilst maintaining manual reporting, supported the implementation of PRISM G2 and Powerbi reporting to integrate with SAP
• Modernised existing processes to better fit new systems
• Collaborated with teams across other Santos Business Units to share our very successful outcomes

• Supported the refresh of the Lytton Refinery reliability/ maintenance and project controls systems and processes following the decision that the Refinery would not cease trading
• Implemented the maintenance and project cost control systems to integrate with SAP
• Provided ongoing cost support to the Refinery team and developed seamless integration with head office PMO
• Managed contracts and enterprise bargaining agreements from a cost and commercial perspective
• Developed new and modernised existing processes and procedures
• Lead the annual budget process, monthly forecasting and reporting and improved forecasting accuracy
• Prepared business cases for strategic opportunities

Griffith University - Digital Transition Consultant Transurban – Project Business Consultant (maternity leave cover) Martinus Rail - Cost Engineering and Finance Lead (temporary) Tabcorp - Project Management/Finance Consultant (Contract ended due to COVID 19)

Santos (Oil Search pre merger)

• Implemented the project cost control and governance systems to support the financial investment decision for the Gobe Abandonment Project
• Provided project controls support for the FEED phase of the project
• Lead the implementation of PRISM G2 on the Gobe project and wider Oilsearch project portfolio post the Santos merger

Supported the Project Management Office to review and update IT Governance and Funding models as part of the wider University “Road to Sustainability” Project

• Back-fill position in the Finance Team and Project Management Office to deliver annual budgets and develop financial models
• Lead the implementation of the Procore contracts management system and the implementation of the project management module of SAP by Design, integrating the two systems to effectively meet control and reporting requirements ahead of the Team moving to site in Rural Queensland
• Temporary position to review and streamline ICT portfolio prioritisation, budget and forecasting processes
• Developed reporting dashboards in Powerbi
• Carried out training with the permanent PMO team to raise commercial capability

• Managed and lead a small finance team
• This covered Accounts Payable, Accounts Receivable, Month End Activities (journals, reconciliations, cost allocation process), Management Reporting, Joint Venture Reporting, and liaising with Financial Accounting, Tax and Treasury as required
• Developed financial and non-financial reporting for the Chinese Head Office
• Presented monthly via Skye with the aid of a translator
• Supported the gas trading process, including providing middle and back-office support to the commercial team and oversee the gas trading governance process
• Developed reporting, forecasting and economic modelling of operations and cash flows
• Maintained banking models and developed reporting for group and project activities including updating the banking model quarterly, prepare quarterly covenant reporting and coordinate bi-annual funding redeterminations
• Controlled the periodic budgeting process for the various joint ventures
• Developed dashboards and reporting for quarterly JV Operating Committee Meetings.

• Worked with the project team in Melbourne and project site to provide financial and contractual management for an AUD$60M brownfield canola crushing expansion project
• Developed, documented and implemented financial, commercial and project controls processes and reporting to be compliant with GrainCorp Group policies and accounting standards
• Established and maintained a project governance framework
• Provided financial review of 50+ subcontracts pre-award and administer contracts throughout construction phase through to close-out
• Initiated contract close-out processes, including finalisation of claims and management of contracts to end of the defect’s liability period
• Managed the project risk process
• Managed and reported on a substantial government training grant and handled all ABS reporting requirements
• Set-up financial systems and processes and asset registers ahead of transition from construction phase to operations phase
• This included working with the engineering team to ensure that the capitalisation of equipment was correctly allocated to functional locations to ensure maintenance schedules and records were correct
• Also worked with the tax team to ensure capitalised items were correctly mapped to deprecation rates in SAP.

• Reviewed and implemented a finance remediation Plan for Engineering Education Australia
• Re-engineered finance and reporting processes
• Rolled-out new processes, update financial system and train existing finance team as required
• Developed and rolled-out project controls processes for future education projects.

• Provided project finance and controls expertise at project commencement to establish a robust control, reporting and governance set-up to be used on an on-going basis by the existing commercial team
• Liaised with TFL to finalise the financial and commercial inputs to the partnering agreement
• Developed, documented and implemented financial, commercial and project controls process to be compliant with the partnering agreement
• Implemented the project cost management system (AX)
• Integrated project financial and commercial processes into the wider Exterion Media finance/commercial set-up and trained existing finance team on project contractual requirements
• Established a project governance framework.

• Resided with the project contractor’s team in Yokohama to provide general financial, commercial and project controls support during the front-end engineering (FEED) phase of the project
• Provided financial and commercial analysis and recommendations during the ‘open book estimate’ evaluation of the contractor’s bid
• Supported preparations for the project execute phase, including writing procedures, setting up of reporting, governance and control systems
• Provided remote financial, commercial and project controls support for the pioneer site early works construction scope in Kitimat, Canada, including training of the local incumbent
• Lead the mid-contract and end of contract commercial audits
• Initiated contract close-out process, including finalisation of claims, lessons learned documentation and statutory requirements.

• Provided support to Chevron Upstream Europe for four months during the feasibility and assurance phase of the Captain EOR development and supported Aker Solutions for seven months, setting up for the Johan Sverdrup Development contract.

• Lead the cost engineering team, responsible for contract compliance, cost management, management of change, financial governance and reporting for the Onshore EPC contract which was a US $ 17 billion, hybrid contract
• Trained Japanese Nationals in Australian contract compliance prior to their move to Australia
• Prepared of all onshore project reporting, including standard weekly and monthly internal reporting, reporting to INPEX corporate office/board and external stakeholders
• Facilitated the preparation of monthly rolling forecast, annual budgets, quarterly corporate forecasts and monthly hedging reports for INPEX treasury
• Interfaced with the Australian finance team to support joint venture financial reporting and cash calling processes
• Managed the onshore accounts payable process
• Maintained the Unifier cost management system for Onshore and provided support to the corporate team on the Unifier Enhancement Project.

• Prepared project front end, detailed budget – US $600 million
• Lead cost control, contract administration and cost reporting for the front-end reimbursable contract, including analysis of engineering man-hours to provide earned value and productivity reporting
• Supervised cost management, accounts payable and early procurement team
• Set-up and provided on-going support for Kildrummy CostMANAGER system within Hess Australia
• Developed and rolled-out the management of change control process
• Documented all financial, commercial, governance and project controls procedures and ensured seamless integration with Hess corporate procedures
• Participated in the cost and schedule risk reviews
• Lead the implementation and rolled-out training for Kildrummy CostMANAGER on other Hess Projects in the USA and Kuala Lumpur.

Lead Cost Engineer, Onshore – Browse LNG Development - Dec 2010 – Feb 2012

• Prepared project front end, detailed budget – US $1.2 billion and supported construction phase estimate preparation – US $25 billion.
• Lead cost control and contracts administration teams to deliver cost reporting for the dual front-end contracts.
• Set-up and provided on-going support for Cosmos cost management system and integrated with Woodside standard financial reporting and set up project internal and external reporting requirements.
• Prepared and documented finance, commercial and project controls procedures.
• Developed and supported the ongoing management of change control process.
• Acted as the financial and commercial interface point between the project team and the wider Woodside business.

Lead Cost Engineer – Project Controls Function - Aug 2010 – Dec 2010

Provided adhoc support, interface services and vacation cover for various project teams within the Woodside Group.

Senior Cost Engineer – Sunrise LNG Development - Mar 2008 – Aug 2010

Prepared and rolled-out all financial, project controls and reporting requirements to be compliant with the joint venture, production sharing contract with the Timor Leste regulatory authorities.

Represented the Australian Business Unit via an interface role between SAP technical team and Woodside business. Provided Accounting and Project expertise to align SAP design and business processes with business requirements.

Finance Team Lead – Australian Business Unit – May 2006 – Oct 2006

Supervised Australian Business Unit accounting team (10 staff).

Team was responsible for Joint Venture Accounting for 3 offshore production facilities, 4 projects, 1 PSC project and provision of support to Corporate Accounting.

• BHP Billiton Petroleum, Senior Project Controls Accountant, 2004 to 2006
• ARC Energy Ltd, Financial Controller, 2000 to 2004
• Shell Development Australia, NWS/Corporate Accountant & Systems Administrator, 1999 to 2000 (contract)
• Cairn Energy PLC (Dhaka, Bangladesh), Senior Project Accountant – Joint Venture Backlog Team 1998 to 1999 (contract)
• Marathon Oil U.K. Ltd (Aberdeen, Scotland), Joint Venture Team Leader, 1996 to 1998
• Simpson, Forsyth & Co, Chartered Accountants (Aberdeen), Audit Manager - progressed from trainee accountant, 1993 to 1996