• Establishing firmwide PMO. Building a PMO toolkit involving an integrated set of standardized but flexible KPIs and metrics. Constructing these metrics utilizing Azure DevOps connected to analytics in Power BI. Building highly customized dashboards with Power BI, allowing users to drill-down into work progress in ways not available natively in Azure DevOps. In Power BI, involves creation of relational database structure, proper OData ETL, custom measures in DAX, and interactive dashboard widgets. • Leading collaboration sessions with consultants dispersed across the globe in order to understand their pain points and design the needed solutions.

• Laid project management framework and provided PM guidance for acquisition of a 14,000 Megawatt, 25 power generation facility, 21-person team, Energy Management Services business. • Shepherded IT applications and infrastructure portion of project, with responsibilities subsequently growing to encompass oversight of Commercial, Operations, Procurement, Risk, Credit, Legal, KYC, Compliance, Settlements, and Back Office Accounting.• Collaborated with commercial users to document As-Is and To-Be landscapes, process maps, required data elements for interfaces, frequency of interface refreshes, and critical external data feeds. Documented requirements to ensure ISO bidding (ERCOT, PJM, NYISO, ISO-NE, MISO), 24-hour power dispatch, gas supply management, hedging, custom analytics, and ancillary services were transitioned smoothly.• Liaised with counterparts at acquisition target company, ensuring open lines of communication and blocker resolution.• Budgetary responsible for $2.5MM project spend.• Coached and mentored client team members on project management and Kanban best practices.• Chaired program steering committee of CEO, Trading GM, consulting partner, and other leaders.

• As part of AdvantEdge66 digital transformation, stood up Agile effort consisting of 3 Scrum teams and one Kanban team, geographically dispersed between Houston; Bartlesville, Oklahoma; Illinois; and Gurgaon, India.• Embedded as Scrum Master in two delivery teams of Data Scientists, Data Engineers, and Front-End Developers, charged with delivering predictive analytics tools for pricing, demand, and inventory for commercial trading business to generate $10MM+ annual margin increase.• Overcame significant data ingestion, transformation, and curation issues with source data, then trained and scored R and Python models. Huddled daily with Gurgaon, India-based developers to drive feature development and resolve any technical or business blockers.• Transitioned to the servant leadership of the four team, 60-member program. Established complex translation of our Agile effort’s information radiators, back to a Waterfall governance model. Collaborated and consulted with PMO on their Agile transformation.• “Two in a Box” management with Product Manager to ensure ruthless prioritization of backlogs and rapid delivery of most critical business value initiatives, while ensuring technical debt was kept in check. Encouraged construction of strong, multi-sprint backlogs and medium-term feature roadmap, to better manage stakeholder expectations. Worked tirelessly to remove outside influences and other impediments to Scrum Teams.• Established robust dependency tracking system, facilitated cross-department Scrum Master collaborations to resolve blocks.• Accountable for $23MM budget and all vendor management, SOW development, staff planning, sourcing, on/offboarding.

• Established and refined enterprise-wide PMO, tasked with stewardship of $40MM annual project portfolio. • Cultivated and leveraged strong relationships in each key enterprise function, spanning Refining, Trading, Logistics, Fuels Marketing, HR, and Finance.• Implemented best practices for project governance; designed and implemented standard templates for project artifacts and deliverables for utilization by project managers.• Accountable for all data and reporting concerning project budget, schedule, scope, risk/issues, CRs, and resources.• Spearheaded rollout of MS Project Online PPM Tool for user group of 30 project managers and functional managers.• Created optics/dashboards/visualizations for executive leadership; facilitated project staffing and resource planning.• Constructively challenged PMs on state of projects, resulting in portfolio delivery risk reduction. • Tracked & measured portfolio financials – EVM / SPI / CPI / et al. Facilitated scoring/ranking of projects in annual planning.

• Designed and delivered process & technology changes associated with Motiva’s divestiture from Shell. Salesforce, Openlink RightAngle, & SAP ($10MM budget) were leveraged as platform for 24/7 branded/unbranded fuels rack business, handling 5,000 rack liftings/day and supporting 10,000 Shell stations. Encompassed Pricing, Demand Management, Marketing, Sales, Customer Service, Customer Portal, Credit Card Processing, and Back Office Finance business units. • Ensured BOLs generated by TopTech TMS were interfaced to RightAngle, matched with deals, invoices generated and interfaced to SAP and Salesforce, for recording in back office financials and making visible to customers in Salesforce portal. • Collaborated deeply with business customers to ensure robust and prioritized product backlog, clear product roadmap, and proper user story creation and decomposition.• Provided guidance on change management, stakeholder engagement, and communications throughout the project lifecycle.• Worked with external vendors to provide externally facing APIs to connect to Salesforce portal data.• Designed, tested, and provided troubleshooting on financial interfaces between RightAngle, Salesforce, and SAP. • Servant-led 40 member UAT phase, consisting of cross-functional teams of business users across the Fuels organization. Three Scrum teams operated within the broader waterfall program, with semi-continuous feature integration occurring all throughout the otherwise rigidly controlled UAT. Collaborated daily with division VP, providing distillation of latest progress.• Focal point for data assurance, connected app integration, testing, and cutover.• Successfully led effort to re-onshore B2B customer help desk from Manila, PH to Tulsa, OK, via leading overseas collaboration sessions and clearly documenting user requirements and process flows.

• Directed transfer price project in support of US rollout of Shell’s global SAP initiative. Overcame significant challenges to deliver on time at appropriate quality level.• Servant-led cross-functional and cross-divisional team from Supply, Fuels Marketing, and IT. Directly supervised core team of business analysts.• Collaborated daily with senior ABAP developers (original creators of SAP’s IS Oil module) to make changes to core application that were custom to the unique aspects of the US market.• Delivered Downstream Supply Chain margin analysis tool via Agile – Refining to Supply to FSM.• Post go-live, spearheaded Lean initiatives for invoice processing, resulting in a 30% improved order to cash cycle time. Developed business health KPIs, created information radiators, and presented regularly to VP-level stakeholders.

• Ensured thorough handover of ETRM system to Commercial Operations business, during hypercare period.• Led SWAT team to overcome significant post go-live business challenges, shoring up Transportation and Inventory Reconciliation processes. Responsible for direction of 15 Shell and consultant resources. • Provided comprehensive stakeholder engagement to leadership.

• Focal for all Commercial Operations business functionality for large-scale Openlink Endur rollout (Blueprint Project), encompassed oil scheduling, inventory accounting, and onshore lease administration.• Business champion steering business towards fit for purpose solution; negotiated scope to balance system quality against time/budget constraints.• Secured quality Endur customizations through deep collaboration with vendor. Worked daily with cMotion developers to ensure critical needs of Oil Schedulers, Inventory Accountants, and Crude Lease Admins were delivered upon go-live.• Accountable for all Ops system functionality and configuration data, throughout SDLC.• Played key role in designing and implementing Ops cutover and go-live strategy.

Responsible for Gulf of Mexico crude production, Gulf Coast refinery deliveries, and trading hubs.

Risk Control Analyst, Demurrage Analyst, and Oil Pipeline Scheduler.

Managed rollout of ETRM system (Endur) for refined products business.

ETRM business analysis and software development.