Leading Closure's development roadmap for its software solution, Prædicō, as well as the individual projects to turn Closure's vision into reality. Responsible for all aspects of development including planning, funding, procurement, vendor management, project management, stakeholder management, etc. And, ensuring that what we build is what our customers need to manage their end-of-life oilfield assets, starting with wells and wellsites.

Leading the development of Closure's software solution, designed to revolutionize the risk assessment, programming, and abandoning of end-of-life oilfield assets.

• Assessing clients' leadership/project management/general business needs, through observation and triage, creating best practice solutions, and providing ongoing customer service and sales support.• Working alongside other consultants to create, facilitate, and deliver client specific workshops designed to target the client’s critical needs and positively modify processes and culture.• Advised clients in their strategic planning to help mitigate risk and realize operational value. • Helping to make our clients', consultants', and employees' lives just a little bit better.

• Direct accountability for planning and executing multiple concurrent Agile/Waterfall projects to meet project performance criteria (on time, within scope, on budget, and quality standards) as defined in the project statement(s), including leading the implementation of the $1.0M virtual Diabetes Prevention Program (vDPP), leveraging information systems to pilot diabetes prevention for ~650 Albertans.• Planned the life cycle of the 3-year, $1.2M, Diabetes Infrastructure for Surveillance, Evaluation, and Research (DISER) project, with scope, cost and schedule accountability during its successful execution.• Fostering productive relationships and liaising with public, private, for-profit, non-profit, large, and small organizations. Using alliances and partnerships to achieve DISER’s and vDPP’s objectives.• Managing customer expectations, including internal/external stakeholders and two steering committees; ensuring transparent communication and facilitating the establishment of strategic goals.• Identifying operational and complex/sensitive human resource obstacles. Planning mitigation strategies, and handling risks on occurrence; from schedule delays to delicate interpersonal issues, enabling completion of DISER’s and vDPP’s objectives.• Provide project management, change management, communications, and strategic support to the Foot Care Pathway, Bariatric Friendly Hospital project, DISER, and vDPP, improving overall project performance.• Planned and developed six customer facing eLearning modules targeting internal and external clinicians. Monitored course uptake and provided advice on how to maximize exposure.• Led formal and informal teams, mentoring/coaching staff, and teaching principles of leadership, business, change management and project management. This improved productivity and effectiveness of staff across the entire department.

• Assessing client needs through observation and triage sessions, to provide customized best practice solutions.• Working alongside other consultants to create and deliver client specific workshops designed to target the client’s critical needs and positively modify processes and behaviours.• Advised clients in preparation of their strategic plan to help mitigate risk and realize operational value.• Used VBA Programming to create and improve product tracking applications, enabling clients to better service their customers with advanced modelling and product tracking.• Built other predictive modelling tools to help provide clients with a competitive advantage in their business.

• Supported Senior Management by providing recommendations on corporate planning, including the development of two business plans for separate initiatives (core business and a potential offshoot).• Developed a suite of corporate reporting tools through personal contribution (Vision and VBA programming), as well as by leading a team of 8 members in Canada, Tunisia, and Romania. Members were engineers, IT/IS specialists, and administrators. The tools were used company wide to track activity and provide business intelligence used to create recommendations for Senior Management..• Deployed a best practices corporate IT system, connecting all NA Solid branches. The system combined a Terminal Server (for hosted software/databases) with a cloud based storage platform (Box) and Office 365. This enabled continuous connectivity to NA Solid data. The improved connectivity and collaboration helped to unify the 3 operational branches and improve value generation.• Led a multi-departmental/multinational team in the implementation of the Sage X3 enterprise resource planning (ERP) system. Managed complex team comprising of 2 direct reports, ~12 project staff, ~25 critical end users, from 4 countries, and speaking 3 languages. Implemented improved communication as well as management processes to support the ERP, resulting in a culture shift to view NA Solid as a unified company instead of 3 branches.• Liaised between international engineering staff and Canadian suppliers to acquire Canadian built tools, equipment, and engineering support for NA Solid international operations. This relationship made removed roadblocks for ongoing and future projects.• Traveled to NA Solid offices, in Romania, Tunisia, and Iraqi Kurdistan, to participate in teams, largely in an advisory capacity, to help align local strategy with corporate strategy.• Assisted in setting up a new branch in Louisiana as the Country Manager. Due to emoticons crash the new branch was closed.

• Worked closely with the client to troubleshoot problems, allowing for improvement in future pump designs, ultimately increasing operational value and generating client satisfaction.• Operated in a two-man team consisting of a Sales Engineer and Technical Support Engineer. Met with clients to evaluate their needs, advise them on potential solutions, design the product, and provide ongoing support. Participating in the complete sales cycle provided an understanding of both the client and Baker Hughes’ sales processes. This allowed for the identification of several process improvement opportunities, that were then systematically executed upon, improving Baker Hughes, and enabling the generation of value for the client.• Provided in-house engineering support to a designated SAGD customer 1-2 days per week, operating as an in-house consultant. Improved client support on existing pumps, and feedback on ideas from the customer. Operating in this close relationship with the client made it possible to maximize client value.• Worked both in-office and in the field, including in Baker Hughes’ manufacturing facility in Leduc. By experiencing the manufacturing, research and development, and sales processes it was possible to identify process improvement opportunities across all of Baker Hughes Artificial Lift.• Collaborated with international Baker Hughes engineering teams for product and process improvement. Designed VBA applications to assist with data mining, schematic drawing, and performance tracking of customer accounts. Applications were implemented in Canada and several offices in the United States.

• Managed conventional oil and gas fields up to a total production amount of ~3200 boepd. Programmed repair and maintenance (R&M), as well as optimization, jobs and workovers to reduce the production decline and stabilize production.• Re-designed the entire R&M process within PennWest including the development and implementation of an application designed to improve quality, improve consistency, and to reduce the amount of time to write workover programs. Initial estimates based on a corporate roll-out were expected to yield 2 FTE. The program was rolled out corporately, saving more than double the initial estimates. Additional resources were slated for further development.• Assisted in the management of PennWest’s substantial pipeline inventory, including dealing with line failures, exposures, crossings, construction, and repair, to ensure production remained stable and predictable, maximizing value for PennWest.• Selected to take over management of an uneconomical gas area with the goal of bringing it to a profitable status within two years. Worked with CNRL, Enerplus, Polar Star, and NuVista to find a project plan that would make that two year goal a reality. The plan was accepted by management and executed, keeping the production online.• Created numerous tools and applications to aid in production engineering, including the Program Generator, the IPR Generator, and the Oilfield Tools library which were being used corporately to save time and improve quality of work.• Designed and taught “An Introduction to VBA” course multiple times, and initiated a program to teach non-field employees (and students) about downhole pumping systems with the use of field samples. These programs helped to improve participant effectiveness and understanding of the oilfield, increasing their ability to create value.• Worked with an asset team (production, operations, geology, and exploitation) to review nearly depleted fields and access new production for PennWest.

•Created a cost tracking application to determine activity costs for the $36 million dollar 286 Infrastructure Upgrade Program (ie. track construction, tie replacement, etc.) based on weekly updating work performance data. This enabled NBSR maximize the value of the 286 program.•Used the cost tracking system to create a predictive model to bring the 286 Program back on budget, resulting in an on-budget completion and eliminating forecasted over expenditures.•Generated an in depth business plan for the exploitation of a unique rail-related revenue opportunity, providing NBSR with a new competitive advantage.

• Worked remotely from Saint John, NB supporting the pipeline group, allowing them to maintain their proactive approach to pipeline management.

• Developed an application to manage Pipeline Activity data corporately (i.e. line failures, risk events, etc.). The application was used to analyze high risk pipelines, enabling a proactive approach to reduce failures.• Used collected internal data as well as public data to complete high level failure analysis to highlight high risk assets, enabling failure mitigation plans.• Taught “Introduction to VBA for Excel” lunch and learn to help improve the working knowledge of MS Excel for the pipeline team.

• Updated/created regulatory wall charts and reference binders which summarized EUB (now ERCB) and OGC regulations for corporate use (updated versions are still in use today).• Worked with EUB and OGC staff to better understand the regulations to help promote safe and compliant business standards within PennWest.