Provided consulting services to Valero Energy Corporation in San Antonio to integrate their recent acquisition of the Meraux Refinery in Louisiana into Valero’s SAP Global environment. Primary focus was in the area of data conversion of Equipment data from legacy systems and manual sources into their SAP PM system utilizing Valero data standards

Provided consulting services to ConocoPhillips to integrate SAP master and transactional data into a custom vendor solution for US Wholesale Marketing Pricing. Responsible for data conversion and quality control for SAP Materials, Plants, and Customers to support project design for pricing processes. Provided analysis of transactional data for Invoices, Bill of Lading, Inventory and Pricing data for integration into custom vended solution.. Assisted with design, unit testing, user acceptance testing, and post Go Live production support.

Provided consulting services to ConocoPhillips to integrate the acquisition of Burlington Resources into ConocoPhillips’s SAP Global environment. Primary focus was for data conversion of Materials, Plants, Vendors and Material Inventory Valuation data from various legacy systems and manual sources. Played key role in coordination with business units and project team members in further defining requirements and ensuring data quality.

Provided consulting services to ConocoPhillips on a large scale project to integrate their various business units into one SAP Global environment. (Post merger of Conoco & Phillips 66). Primary focus was in the MM area for data conversion of Materials and Plants from various legacy systems that existed due to recent acquisitions and mergers.Played key role in coordination with business units and project team members in further defining requirements and ensuring data quality. After implementation of project in April 2005, provided production support role and business unit role while training and transitioning activities.

From 2000 through mid-2002, key member of SAP production support team for the Sales and Distribution module:From 1997 through 1999, played key role on project team on the Design, Development, and Implementation of a large scale integrated SAP solution for Conoco’s downstream business units. • Team lead for conversion of multiple Customer Masters (21 Data Sources) in 12 business groups into the one SAP Customer Master. The conversion activities were completed on time and produced a quality Customer Master that integrated successfully with multiple business processes. There were 5,000 unique customer Sold To accounts with 20,000 Ship To locations.• Defined reports, interfaces and conversions during design process.

Led several project initiatives in transition from Director position to SAP Project Initiative.• IT Lead on project to assess the impact of ongoing and planned system initiatives upon existing systems through use of Application Portfolio Management. The final report was well received by the Steering Committee and the principles were carried forward for discussions of costs, system health, and setting priorities on an annual basis to reassess strategies.• IT Lead on project to outsource Freight Payment process. Provided methodology frameworks to assist team in requirements definition and evaluation of six vendors. Final implementation included outsourcing of payment post audit and development of an information warehouse. • Evaluated the systems strategy for the Conoco Legal Department and drafted recommendations that led to a properly staffed project with management support to select and purchase outside software to meet their business needs. Previous projects failed to include critical steps which ended in failure.

Led 20 IT personnel supporting Conoco Lubricants, Transportation automated product terminals, and Downstream Accounting systems. This included working with the business units to develop IT plans and strategies to support their business, developing budgets, personnel appraisal, interviewing, participation in salary administration, and responsibility for development and coaching of the IT support staff.

Provided leadership for 12 IT personnel supporting Downstream Accounting systems. This included working with the business units to develop IT plans and strategies to support their business, developing budgets, personnel appraisal, interviewing, participation in salary administration, and responsibility for development and coaching of the IT support staff.• Led the establishment of the first EDI ANSI X12 standard business relationship for Conoco.• Worked with Corporate EDI group in Wilmington, Delaware (DuPont), to influence them to adopt a purchased package software solution to replace the in-house developed EDI translation software.