Lead strategic direction for enterprise transformation, managing cross-functional teams focused on Process Improvement, Data Quality, Learning & Development, and Operations (over 125 FTE).• Continuous Improvement: Developed and facilitated Lean Six Sigma Green Belt training, certifying 65 employees and enhancing internal process capabilities.• Root Cause Analysis: Established a Root Cause Analysis program, identifying and addressing trends in process upsets, improving service reliability.• Strategic Training Overhaul: Led the transformation of Technical Training programs by implementing a competency-based approach, resulting in accelerated onboarding for new employees and a comprehensive reevaluation of training for existing Operations staff. This quality-focused initiative enhanced overall workforce effectiveness and alignment with organizational goals.• Employee Onboarding: Reduced operations attrition by 80% through the creation of a comprehensive onboarding and training program.

Led the Process Improvement program, focused on value creation, training and enterprise culture change.• Lean Six Sigma: Developed and delivered a Yellow Belt certification program, certifying over 450 employees (~90% of operations employees).• Strategic Redesign: Led the redesign of Change Management Training and standardized Operating Procedures, resulting in significant operational efficiencies.• Data-Driven Improvements: Analyzed operational data trends to direct and execute large-scale improvement projects, resulting in approximately $3 million in savings and revenue benefit over two years. Facilitated multiple Kaizen workshops, engaging internal teams and clients to drive continuous improvement initiatives.

Pioneered the company's first Process Improvement and Quality program, gaining executive support for Lean Six Sigma initiatives.• Program Initiation: Spearheaded the launch of the company’s first Process Improvement program by building a network of advocates and leaders, driving forward-looking initiatives. Secured executive approval and budget allocation for Lean Six Sigma program investment.• Process Architecture: Created the process map template and architecture database, establishing a foundation for continuous improvement efforts.• Corporate Sustainability: Drove DEI initiatives, supported the establishment of Employee Resource Groups, and participated externally with local charitable organizations.

Led business process implementation and operations planning for the $2 billion Kaybob-Duvernay Shale Project.• Lean Sigma Black Belt: Achieved $2.8 million in savings through Lean Sigma projects.• Strategic Operations Planning: Led the planning and development of future operations strategies, ensuring alignment with long-term project goals. Streamlined the Pre-Startup Safety Review process and implemented a Management of Change Process.• Operational Governance: Managed the Business Unit's Operating Procedure system, ensuring thorough review, final signoff, and verification for all field-initiated procedures. Oversaw project coordination across operations, engineering, HES, permitting, project controls, supply chain, and legal, effectively facilitating cross-functional interface management.

Led regulatory compliance management for Federal and State bodies, ensuring adherence to safety and operational standards.• Regulatory Program Leadership: Developed and managed Pipeline and Hazardous Materials Safety Administration (PHMSA) regulated programs across three states (TX, OK, NM).• Continuous Improvement: Executed Lean Six Sigma projects, achieving $2.5 million in savings by optimizing processes and reducing operational inefficiencies.• Root Cause Analysis: Led RCA investigations for process upsets, pipeline incidents, and safety incidents, driving improvements in safety and reliability.• Audit Management: Conducted Process Safety Management and DOT audits for gas plants, ensuring compliance across the business unit.

Led reliability initiatives and operational improvements for five field management teams across multiple states.• Reliability Program Leadership: Spearheaded reliability efforts, managing a $5 million OPEX budget and implementing the corporate Asset Integrity Management Plan.• Process Optimization: Facilitated reliability-focused RCAs and served as the Business Unit Incident Investigator, driving continuous improvement in operational performance.• Lean Six Sigma Implementation: Achieved $3.4 million in savings across multiple projects by earning Lean Sigma Green Belt certification and leading process optimization initiatives.• Operational Excellence: Led compressor optimization projects in South Texas, increasing uptime to 99.7% across a fleet of 76 compressors. Enhanced the Management of Change program by training over 200 employees, significantly improving performance across all fields.• Management of Change Leadership: Led the Management of Change program, significantly enhancing operational performance by training over 200 employees both in-office and in the field, ensuring consistent implementation across all fields.

-Operated Oil and Gas production equipment (wells, separation, sales facilities) in an incident free manner.-Led Spill Prevention board and wrote Equipment Isolation Procedures.-Trained and mentored incoming trainees and interns. -Responsible for operations of 150 wells: 500 BOPD, 6mmscfd, and disposal of ~30,000BWPD.

-Responsible for safe operations of Oil and Gas related production equipment. -Responsible for maintenance related activities including permitting of contractors.-Control over largest producing asset (beat) in area.-Managed production of 48 wells and produced 7MMSCFPD, 900BOPD, 500BWPD-Led Spill Prevention Committee.

-Low Gravity Oil. Steamflood. -Primarily responsible for Cyclic Steamflood operations, and associated facilities such as high pressure / high temperature injection wells, splitigators, and steam generators (boilers).

- Business Unit Administrator for LOWIS (Life of Well Information System) and Catalyst production revenue accounting systems. - Led project adoption of Energy Components (IT program) to replace Catalyst PRA system.- Primary support of field Handheld mobile devices.- Led catSOX data exchange for Catalyst data exchange.- Managed incoming SCADA troubleshooting for PRA software interface.- Mentored and trained new team members.