PROJECT MANAGER (INTEGRATED PROJECTS)

The PM-PE owns Production Enhancement (PE) projects end to end: from identifying and evaluating the asset or opportunity, through building and selling an integrated solution, to executing it. This cycle can take from a few months to several years. The pursuit is run as a project in its own right, with the same discipline as execution: plan, budget, schedule, team, risk register and gates.
The role grows Weatherford's product-line market share by pulling product lines into integrated projects, and adds margin and cash for the company.
Sustainability (aspects of circular economy, Partner synergies, social and environmental solutions) is built into every proposal by default.

Qualifications

• Engineering degree (Petroleum, Mechanical, Chemical or related).
• 15+ years in oil and gas (production engineering or technology, well intervention, artificial lift or field development), including delivery of integrated, multi-discipline projects with responsibility for HSE, cost, schedule and partners.
• Track record in business development, tendering and negotiation with national, international or independent oil companies.
• Strong commercial and field-economics skills, including performance-based or risk-sharing contracts.
• Willingness to relocate or work on long assignments.

Desirable:

• Working knowledge of PMI standards (PMBOK Guide).
• Master's degree or MBA; PMP certification; knowledge of ESG and circular-economy practice in oil and gas. Experience working for an oil and gas operator.

Core Competencies:

• Customer and value focus, with sound judgement under uncertainty.
• Commercial acumen and negotiation.
• Leading multi-company teams without direct authority.
• Building partner ecosystems and synergies.
• Sustainability and continuous-improvement mindset.
• Cross-cultural communication and influence, from field crews to customer executives.

Responsibilities

Pursuit and Solution

• Qualify opportunities with GeoZone and country teams, register them through the PEO intake, and run each pursuit as a project through the PEO gates.
• Evaluate the asset fast and rigorously, and build the value case for the customer and Weatherford: production, cost, NPV, cash and uncertainty (P90/P50/P10).
• Frame the customer's real challenge and design an integrated, fit-for-purpose solution across the three axes, using the PEO toolkit.
• Develop partners where Weatherford has gaps, and build in partner synergies that raise production and lower unit cost, while Weatherford keeps project management and the customer interface.
• Build in sustainability by default: reuse and life extension before new build, redeployable equipment, lower emissions and waste, and a plan for end of life.
• Lead EOI, RFI and tender responses through to negotiation.

Commercial

• Cost the solution at the estimate class of each stage, model margin and downside, and design win-win commercial models (lump sum, unit rate, KPI-linked, gain-share or tariff).
• Protect margin and cash: payment terms, liabilities, exposure caps and product-line pull-through.

Transition

• Lead the transition from award to execution: mobilisation, project team, contracts, systems and handover, bridging the customer, Weatherford and partner management systems where needed.
• Where the contract includes service operatorship or a duty-holder role, prepare the operating model, safety case, regulator interfaces and readiness reviews when required.
• Secure permits, approvals and local content commitments.

Execution

• Deliver the project to PMI standards (PMBOK Guide): scope, integrated schedule and cost baseline with earned value, change control, gate reviews and close-out.
• Lead HSE visibly and own the project HSE plan.
• Own the project P&L, budget, invoicing and cash within Weatherford's delegation of authority.
• Administer contracts with the customer, partners and subcontractors, including changes, claims and procurement of long-lead items.
• Build and lead the project team, including local hiring and competence development.
• Measure production gains and cost reductions against the contractual baseline, and feed lessons learned back to the PEO.

Governance, Risk and Coordination

• Own the risk register from pursuit to close-out, review it at every gate, and check every contract for contract-specific risks before bid and before signature.
• Act as the single interface between product lines, GeoZone and country leadership, the PEO, customers and partners, with support from Legal, Finance, Supply Chain, HSE and HR.
• Ensure compliance with local regulations, trade and sanctions rules, anti-bribery and competition law, and protect Weatherford's IP and data.