Q: How do you describe yourself?

I think I’m naturally curious and I enjoy solving problems. I’m the CFO for STS, but first and foremost I’m someone who enjoys bringing people together to solve problems and achieve things as a team.

Outside of work, I’m also a hockey coach, so I really enjoy building high-performing teams there as well. I’m from the UK, but I’ve travelled and worked internationally, so I enjoy working across different cultures and meeting people.

These days, I’m also a husband and a father, so there isn’t much free time. We live in the countryside, so I spend time on gardening projects. I’m an engineer at heart and enjoy building things, fixing cars, and understanding how things work. I think that curiosity carries over into how I approach business challenges as well.

At the core, I believe in treating people the way you want to be treated. I’ve always believed that if you work hard, treat people well, and do the right thing, good outcomes usually follow.

Q: What does your role as CFO for STS involve?

My role is to help ensure the long-term success of the business.

We do have short-term pressures and quarterly performance targets, but it’s important not to take too narrow a view. We are trying to build a sustainable business, so it’s about making the right decisions for the long term.

That includes budgeting, forecasting, commercial decision-making, and capital allocation. But a big part of the role is understanding people, understanding risks, and helping teams make better decisions.

Many decisions are not black or white. A big part of leadership is bringing clarity, balancing risk and opportunity, and helping teams make informed decisions. My role is to support teams, help them perform, and be prepared to make the difficult decisions when required.

One of our biggest priorities right now is our Microsoft Dynamics ERP implementation. While it creates challenges in the short term, it will gives us better data, greater automation, and more efficient processes in the future.

Ultimately, I see my role as a facilitator, helping teams perform both within finance and beyond.

Q: How do you see KBR India growing in the next few years?

India is strategically important to KBR and will continue to be a critical part of our future growth.

If you look at how operating centres have evolved, many operating centres originally began as transactional support hubs. Now they are contributing to strategy. It is not just back-office functions anymore. Today, our teams are contributing across engineering, digital solutions, business operations, and strategic initiatives.

As KBR continues to grow, India will grow alongside it. We are already seeing more leadership responsibilities coming from the region, more technical ownership, and ownership of key business processes.

What I would really like to see next is the development of the home market. India is a huge energy market, and there is significant opportunity for us to contribute with our expertise.

In the next few years, I would like to see a strong onshore presence in India, continuing as a centre of excellence while also expanding into local opportunities. I think that combination will be very powerful.

Q: What is your take on the competitiveness of India as an operating center vis a vis our competition?

We have been in India for over a decade now, so we have strong roots. Our teams understand the KBR brand and what we stand for, and that is a real strength.

Cost competitiveness matters, but it is no longer the primary differentiator. What sets KBR India apart is the quality of our people, depth of expertise, and ability to operate as integrated part of the global business.

People who consistently perform, take ownership, and seek opportunities to grow can build exceptional careers here.

I have also seen a strong reliance on our India teams globally. One of our strengths is that we operate as one team. It is not seen as onshore versus offshore. That collaborative mindset is a real differentiator.

Like any market, there are areas that can continue to evolve, especially around ease of doing business. But overall, the talent, capability, and commitment make India highly competitive.

Q: You are one of the most trusted and respected leaders at KBR. What advice do you have for employees looking to grow at KBR?

Thank you, that is very kind. I would say a few things.

First, be genuinely useful. Do not just follow processes for the sake of it. Understand why things are being done, ask questions, and look for ways to improve outcomes. Step outside your lane and take ownership. See things through from start to finish.

Second, consistency really matters. A lot of it is about showing up and working through problems, even when it feels repetitive. Delivering consistently without letting quality drop makes a big difference. Reliability stands out.

Also, think beyond your role or geography. Talk to people, collaborate, and learn. Everyone here is open and willing to help.

Technical skills will open doors, but your reputation determines how far you will go. Be reliable and trustworthy and be someone others can count on. Those qualities are remembered long after any individual task or project.