Rowan Nairn

Lead the commercial organization for Element Six's oil & gas business, owning the most significant customer relationships in the sector and setting commercial and product strategy. Took the business through a highly volatile market cycle, balancing revenue and margin against shifting demand. Beyond the commercial remit, I chair the Oil & Gas Operations Committee — a cross-functional group steering the sector's overall direction — which keeps me deeply involved in operations, production planning, and efficiency. That breadth has stretched me well beyond pure commercial leadership and drawn on my engineering background.

Led a global sales team to grow our business with Bechtel with a focus on the oil, gas, and chemicals sector. Managed a +$1B pipeline of opportunities across multiple sectors and businesses.  I was also the deputy-EPC Industry Network lead for ABB and in that capacity, I mentored and guide the business in understanding how to engage with EPC customers more effectively. My passion for eliminating waste (in this case time) led me to champion the adoption of new tools to share information and drive cross-business collaboration in a more effective way.

Managed and coordinated a global sales team to position ABB as a preferred supplier to two of the world's most dynamic hyperscale customers, growing combined revenue from roughly $58M to over $100M in a single year — 130% and 72% year-over-year growth across the two accounts. Opened ABB into new lines of business with these customers, including robotics, EV charging, and food & beverage, expanding the relationships well beyond their original footprint.

Presently working to grow Bechtel’s portfolio of work in the data center, fiber and wireless communications sectors. Regional growth areas are focused on the U.S., Europe and Asia.

Led a market analysis on sub-Saharan Africa and identified specific markets to focus on from a power and infrastructure perspective. Managed activities related to strategy, teaming, positioning and project execution planning for a $700-million power project in South Africa. Before that managed the development and submission of a $2-million proposal effort for a $650-million first-of-a-kind Carbon Capture and Storage project in Scotland. Local market conditions resulted in the project not going forward.

Focused on expanding business in the solar thermal sector. Collaborated with Bechtel subject matter experts to develop a unique strategy and plant configuration that leveraged Bechtel’s experience to offer a lower cost, wrapped EPC solution while simultaneously lowering the company’s exposure to technology risk. In parallel prepared a business case for Bechtel to invest in the emerging Middle Eastern renewable market that directly resulted in the establishment of an office in Riyadh focused on power opportunities in the region.

Responsible for performing construction planning activities for various commodities including the erection and inspection of the tower crane and structural steel. Interfaced daily with supervision, foremen, and field engineering that resulted in tremendous and invaluable relationships built on trust and respect. Transitioned into a role as Field Cost Engineer focused on the early identification of deviations from the estimated design costs and schedule. Developed corrective actions to mitigate cost and schedule impacts to the project.

Stepped in to manage project compliance activities and environmental permitting in the run up to site mobilization of this $2.2-billion, first-of-a-kind solar thermal power generating facility – presently the largest operational solar thermal facility in the world. Gained valuable exposure to Bechtel’s approach to construction by participating in constructability reviews and subcontract technical evaluations for major construction packages. Successfully achieved an on-time mobilization to the site.

Explored market expansion and profit-building opportunities for the Anglo Coal Division of this $26.3-billion diversified mining and natural resource company. Played an integral role in creating the company's global long-term strategy and business development plan, identified M&A candidates and market prospects, and personally conducted research and financial/market valuation studies to aid in strategic decision making. Cooperated with financial advisors, top-name consultants and subject matter experts on deal structuring, coal market pricing, and problem-solving. Built relationships with joint venture partners and other stakeholders. Presented ideas and advised the CEO, CFO, and other senior executives. Under new executive management, guided company vision by supporting the implementation of Anglo’s Value-Based Management (VBM) operating philosophy and strategy. Was selected as one of 40 individuals to participate in the prestigious "Leaders in Anglo" program.

Transitioned from site to the Process Division Technical Services organization within the world's largest platinum producer, with annual revenues exceeding $6.2 billion. Managed detailed quantitative studies and presented workable solutions to approximately double the companies platinum output. Solutions included technical and commercial assessments of 16 refinery expansion and process redesign options with individual project values ranging from $90 million to $1 billion. Increased revenue by $16 million through collaboration with the senior management team in identifying and resolving technical issues that resulted in stockpiled (and therefore delayed) high-value material. Collaborated with experts and colleagues on creating an engineering plan and estimate for a $10-million refinery improvement (de-bottlenecking) project expected to boost production 19%. Presented data to key decision makers and earned consensus for implementation in 2007. Directed process engineering for a $60-million technology upgrade project. Established open communication with the Finnish technology vendor, facilitated process planning, and equipment design efforts.

Led cross-functional staff of 48 while overseeing daily operations and process improvements for the $310-million nickel, copper and cobalt refinery. Controlled $3.5-million budget for the cobalt facility, and collaborated in developing $42-million zero-base refinery budget. Supervised all refinery functions on a rotating basis. Trained, mentored and supported personnel and interns. Key Achievements included providing leadership that enabled the cobalt plant to achieve highest possible ratings for quality, exceed safety objectives (zero injuries during tenure), and independently discovered and solved a process-flow issue thereby eliminating the contamination of cobalt crystal ultimately saving money and maintaining quality standards.

Graduated with distinction Babcock Award for leadership and academic excellence Robert White Award for most outstanding consulting practicum project