Leading the IT transition from Uniper Energy DMCC to Fort Energy

I led the IT transition involved in the M&A carve-out of Uniper Energy DMCC, the UAE business that became Fort Energy Refining Middle East DMCC. My role covered hands-on implementation as well as leadership, from data migration and new tenants to coordination, readiness checks and support.

In February 2023, Uniper announced an agreement to sell its UAE crude-processing and marine-fuel trading business to a consortium of Montfort Group and the Private Office of Sheikh Ahmed Dalmook Al Maktoum. The business included a processing facility in Fujairah and a trading office in Dubai.¹

The acquisition completed on 31 May 2023. Montfort announced the intended name Fort Energy Refining Middle East DMCC, which its subsequent coverage uses for the business. These announcements describe the commercial transition behind the IT work.²³

I helped identify the IT services and dependencies that needed attention during the carve-out. I worked through the existing arrangements, the requirements for the business after the transition and the people who needed to be involved.

This gave me a basis for connecting individual technical requirements to the transition work. I brought unresolved requirements to the relevant colleagues and suppliers, and helped clarify the actions and responsibilities around them.

Data migration and establishing new tenants were substantive parts of my implementation work. I led and worked on these changes as part of the IT arrangements for the business, alongside the services staff needed to use.

My scope also included user access, workplace services and administrative responsibilities. I worked on the arrangements supporting staff as the organisation changed, connecting the implementation to the practical requirements of the people using those services.

I coordinated with internal teams and suppliers on requirements, dependencies and support. That included following up on outstanding issues and clarifying who would operate and support each service after the transition.

I also provided support for the workplace services in scope. My involvement therefore extended beyond planning the changes: I took part in implementing them and supporting the people who depended on them.

I took part in checking that the services in scope supported the required business tasks. Those checks connected the technical implementation to its practical use, including access to the services staff needed and the arrangements for supporting them.

I helped document service ownership, support arrangements and outstanding issues for handover. This gave the receiving teams a record of the arrangements and the matters that still needed attention. Readiness checks and handover were part of my delivery responsibilities alongside migration, new tenants and ongoing support.