Provide support for Dow's existing global Operations & Maintenance agreements.Architect for new Merger & Acquisition deals with focus on Operations & Maintenance agreements.Conduct analyses and design pricing structures for energy agreements.

Production Director for Seadrift Energy Systems & Environmental OperationsOwner and operator of all Seadrift Site Energy & Environmental assets: 3 Gas Turbines and 4 Condensing Turbines, Electrical Generation & Distribution, Raw Water, Filtered Water, Drinking Water, Demin Water, Fire Water, Cooling Water, Waste Water, Storm Water, Air, Nitrogen.Lead Department of 50 people including Operations LeaderManage $20MM annual expense budgetSuccessfully complete annual multi-million dollar Maintenance Turnarounds sending everyone home safely and maintaining budget and schedule. 2020 - Managed first ever HRSG retube in Seadrift and Dow sending everyone home safely.2021 - Safely ran through Feb Freeze event without incident. Lead massive recovery effort repairing all Drinking Water piping and over 100+ misc repair jobs. Safely and effectively executing projects exceeding $50MM in capital.

Asset owner and operator of 5 operating units: Ethanolamines, Butyl Glycol Ethers, Mixed Glycol Ethers, Acetate, Batch Still producing more than $230MM in margin annually.Lead Department of 32 people including Operations LeaderManage $10MM annual expense budgetSuccessfully complete annual multi-million dollar Maintenance Turnarounds involving several units sending everyone home safely and maintaining budget and schedule. Completed 5 years at Triple Zero performance - No injuries, No spills, No Process Safety Incidents.Replaced top half of Batch Still Reactor at $700k in 2019 maintaining triple zero safety record. Set new production record in 2018 for the EOA unit. Managed successful shutdown and restart with Hurricane Harvey in 2017.Managed Site Wide United Way campaign delivering successful results despite Harvey in 2017.Set 2 new production records in 2016 for the EOA and BGE units.

LHC-8 - Assistant Plant ManagerDirect supervisor of 47 Process TechniciansHiring Manager for Oyster Creek and Stratton Ridge SitesManage $63MM annual expense budgetAct as regular back-up to Plant ManagerHave Setup a Simulation and Training Team to build startup/shutdown simulations as well as coordinate class-room training - First Troubleshooting training session was held in Oct 2014; a great success!Driving accountability for RCI and EAT completion on all triggered events through monthly and weekly Unplanned Event List reviews. Led EAT etiquette training & expectations for all Day Staff. Adding resources to help in the timely completion of EATs. Have now placed 40 employees in hosting plants as part of Site Hiring Ahead of Attrition Program. Acted as Interim Production Leader at LHC-8 for 4mos during Production Leader transition: Provided daily direction to plant through ST-30 steam turbine potential trip, planned for a plant shutdown, V-1901 floating roof sinking incident response and EH&S Integrated Audit. Approved all PSI MOCs and reviewed all Self Assessments. Led significant portion of 2013 MSR / 2014 EH&S Integrated Audit Preparation work leading a team to review past audits and assess effectiveness of gap-closures. Found and addressed several improvement areas.Represented LHC-8 Operations at TCEQ Headquarter meeting discussing environmental stewardship. Worked with PL and H&S Tech to lead a culture change around Operations performing maintenance activities while following the related Life Critical Standards (Isolation of Energy and Line and Equipment Opening).Acted as PL to lead organization through immediate response to cracked quench line including working with Emergency Services and Site Emergency Manager to close public roads; working with Operations to shutdown plant to minimize damage to plant, isolate leak and begin repair plans.

Direct supervisor of 20 Lab and Process OperatorsProcess Safety and Reactive Chemical Focal Point for PGA DepartmentWorked with the Union Steward, HR and Labor Relations to arrive at an agreement on how to place within the department Operators who were hired ahead of attrition. Served as back-up to Plant Manager which included responding to a chemical exposure in the department, plant power outage, motor vehicle accident and rough weather preparations for an approaching Tropical Storm. Developed a tool to provide cost center projections to allow for more informed decision making around future spending allowing the Department to fully utilize excess budget without going over-budget. Supported PGE Rate Increase project by working with Plant and Site Air Permit Resources to communicate Air Permit Limits and possible paths forward back to the Project Team. Advised engineers who were directly driving the project gaining in excess of $870k profit for Dow in 2011 and $580k in 2012. Leading multi-functional Oxygenated Solvents Team to dispose of PGE Basic Products currently costing Dow more than $350k/yr to store. Dispossessed numerous ISOs in 2012 saving $118k. Supported PGE successfully running through Phenol line outage equating to $3.7MM in value generation. Led 2011 PGA Reactive Chemical / Process Hazard Analysis resulting in a smoothly run and effective review. Prepared by incorporating DMC and PGA Flex Capital projects, reviewing the Worse Case Scenarios versus the LOPAs for MDEA, PGE and PS&F and noting the gaps. Also reviewed all CEI and F&EI calcs with knowledgeable plant personnel making several corrections and updates. Completed PGE, MDEA and PS&F Plant Loss Prevention Principle Gap Assessments.Worked with Site Environmental Focal Point to update PGA Air Permit to account for clearing of hazardous chemicals.

Man Rep on LPP Gap Closure project for MDEA; closed LPP16.4 pump dead-head gap on Amines pumps and installed gas detectors per LPP9.2. Developed logic for, approved simulations for and loaded code to close LOPA gaps in MDEA reactor low temp, reactor high temp and Amines pump dead-head scenarios. Increased PGE AC from 78% to 87% by improving plant reliability: led the investigation and implementation of the solution for PGE catalyst pump failures eliminating this as a cause of multiple SIS plant shutdowns; installing new pulsation dampeners for positive displacement pump eliminating Phenol pump failures caused by dampener failures. Led the investigation, justification and replacement of E-16 in MDEA saving $352K/yr in MMEA storage fees, MMEA distressed price difference and MDEA production losses, an effort that had lingered for 6yrs before my involvement. Led Root Cause Investigation for a Process Safety Near Miss involving Methylamine back-flowing into Ethylene Oxide in the MDEA unit; implemented new OD around MDEA startup and installed soft seats in reactor valves to prevent re-occurrence. Led Dow Operations in AEEA Process Hazard Analysis with Huntsman and 3rd party Consultant; identified and closed all gaps. Supervisor for PGA Co-ops in Spring and Summer of 2010 closing numerous GMISS gaps, scoping small projects, completing the Polyglycol Spider Diagram, completing the Fire Strategy document as well as the pump dead head document. Led the achievement of 103% production at PGE through brainstorming bottlenecks and implementing measures to safely operate the plant creating $1.3MM/yr in value for Dow. Co-led the successful PPH PGE trial run to justify capital which would provide flexibility around a Phenol pipeline outage creating $2.8MM/yr in value in the event that a hurricane disables the Phenol pipeline or the pipeline is taken down for inspection.

September 2006 - PresentStyrene 1 and Styrene 2 - Production SpecialistCompleted Green Belt Project Leader Certification on a $300K/yr energy reduction project. Received Tech Center/WRAP award in 2008 for leading Styrene 2 to save $3MM per year. Fast-tracked capital project to install a plate and frame heat exchanger and temporary Carbon beds to filter excess condensate when steam boiler was permanently removed from service at Sty 2. This project included cleaning the only remaining steam producer while continuing to operate, saving a total of $4.2MM in one-time production losses and $500K/mo by reaching business-requested production levels. Led $1.3MM PA Improvement Project through construction, commissioning and startup phases. Leading (2007 to present) EBSty Department Safety and Environmental Team. Leading EBSty Department Cost Tracking Team (2006 to present).

May 2006 - September 2006 Styrene 1 - Production EngineerLed EBA and Styrene 1 Operations on nights through the December 2006 unplanned outage with ZERO OSHAs and ZERO LOPCs. Identified and corrected inaccuracies in the Sty 1 LOPA for 2 different Styrene 1 Lo Lo Boiler Level scenarios with TA team regarding SIS code changes. Sty 1 operations focal point for the Sty 1/2 Mass Balance Six Sigma Project. Participated with AD Tech Center Rep in the Thailand 2006 EBSM TA. Leveraged and implemented learnings from Thailand TA to decrease overall TA time. Led CTW parameter-measuring effort for Sty 1/2 per the findings in the Thailand CTW HX Plugging RCI. Led team to eliminate CZ-30 tank from Sty 1 SPCC plan and fugitive emission monitoring by developing and implementing a cleaning and demolition plan saving $50K. Man Rep on the Sty 1 O2 Meter Capital Project in order to save fuel gas by optimizing damper operation based on reliable O2 readings.

January 2004 - May 2006 Ethyl Benzene Plant A - Production EngineerParticipated in commissioning and startup of new ABB technology ($60MM capital improvement). Led operations through 2005 TA, Hurricane Rita SD/SU and $1.6MM demo project with ZERO OSHAs and ZERO LOPCs. Led GMISS implementation for all hazardous piping. Developed operating discipline for 5 units and the plant Emergency Shutdown Procedure following new technology startup. Followed LPP 13.1 in changing code to AF-555 at EBA for the Energy Recovery Six Sigma Project. Saved millions of dollars in lost production, clearing and cleaning by facilitating operations in the ultrasonic tank inspection of the Benzene feed tank. Developed all the plant IPTs. Led plant through RCPHA/Tech Center Audit. Performed Production Coordinator role at EBA during transition between Production Coordinators including plant communication and planning for Benzene shipments. Led a Green Belt Project Leader project at EBA to reduce fuel gas saving $65K/yr.

September 2001 - December 2003 Process Engineering - Process EngineerCompleted 19 projects including 7 large capital projects and 4 Six Sigma projects. Designed pumps, lines, tanks, heat exchangers, and columns. Led four people through Stage 1 design of the Vinylidene Structure Replacement / Debottleneck Project ($12.5MM). Lead Process Engineer on the HOCl Vacuum Pump Project ($2MM). Active member of the Global Process Engineering Safety Team; BBP Focal Point for 2 years. Outside/Lab Operator for Styrene 1 for three weeks during May 2003 SSOP. Core Engineer on Tarragona Train III Project ($200MM) responsible for the design of five sections of the plant including vessels, pumps, exchangers, coalescers, and dryers. Green Belt on Project Galaxy (Potential Savings = $45MM) benchmarking Texas City to other sites to identify opportunities and make Texas City a premier site.