Led a team of professionals in successfully negotiating a $2B debt restructuring involving bondholders, legal advisors, and financial institutions (more than 20 commercial banks across US, Europe, UK, and Brazil). Reported forecasts and actuals to define strategic business plan agreed upon by board, shareholders, and creditors for restructuring efforts.Divested assets and secured funding required to maintain company’s liquidity, leading to improved financial stability and operational efficiency. Designed and led efforts to mature governance, compliance, risks, and internal controls for improved reporting.Optimized finance and accounting functions to improve the capital structure by implementing a rolling cash flow committee, forecasting and managing the liquidity of the company, collaborating between departments, and improving strategic financial planning (i.e., cost management, inventory control, and change of policies) to better match peer and best practices. Leveraged financial modeling and risk management expertise to ensure superior returns for investors and stakeholders, securing new contracts with a revenue backlog of more than $1.3bn.

Recruited by President to oversee the delivery on an $800m annual budget and successful execution of upstream joint operations.Co-chaired more than 10 Executive Committees to ensure effective collaboration and forecasting.Oversaw Joint Operating Agreements with key partners, including Chevron, Oxy, ONGC, Parex, and Repsol, and was responsible for delivering a daily production of 200 thousand barrels per day net to Ecopetrol (200k BOE/D).Negotiated and implemented joint venture agreements, driving profitable growth, and strengthening relationships.Worked closely with government agencies, including ANH and ANLA, for E&P licenses and environmental permits.

Implemented a comprehensive turnaround strategy post-$5B restructuring, improving governance, compliance, relationships, financial delivery, cost savings, and investor relations.Led Investor Relations efforts to relist the company in the Toronto Stock Exchange post-emergence from bankruptcy.Improved controls, processes, and results for midstream, ports, and E&P assets in Colombia and Peru, more than doubling EBITDA, reducing transportation costs by circa US$8 per barrel significantly improving the Net back, avoiding defaults on port debt by renegotiating terms, and avoiding multiple penalties and sanctions from NOC and the Regulatory bodies on legacy assets.Managed 75 thousand+ barrels of oil production per day, replaced ERP system, simplified multinational structure, redesigned Supply Chain Management, Financial Planning & Analysis and Information Technology areas with top talent, and oversaw Human Resources, Insurance and Tax Planning.Led the transformation project that simplified corporate structure (merging four companies into one), allowing the optimization of tax attributes, reducing operational workload, simplifying SAP instances, reducing the effort of preparing financial statements, and aligning accounting standards for budgeting and reporting.SG&A decreased by 30%, and Operating EBITDA increased by $50m (110%) due to higher production and earned a better-realized price as a result of new hedging strategies, and lower production costs.Served as a board member on several subsidiary companies, including Puerto Bahia and OLD (Oleoducto de los Llanos), and served as a Director in more than 30 entities worldwide.

Transformed and operated an independent E&P company with 12 blocks in Colombia by focusing on improving weak corporate culture and morale through transparent communication, collaboration, and agility, resulting in increased productivity and cost savings. Cultivated relationships with key partners who had stake in joint ventures to help secure the financing and negotiated complex contracts with other E&P companies and Ecopetrol.Engaged with and sought support from communities, government, and army to secure permits and licenses, while operating in guerilla-influenced areas in Putumayo, Colombia with genuine security risks, limited state presence, extortion and illegal economies, regulatory and legal uncertainty, and supply chain disruptions. Conducted board meetings to report and elaborate on business strategy and results to shareholders.

Oversaw financial, cash flow, debt, supply chain management (SCM), information technology (IT), and human resources (HR) requirements.Secured a $300m syndicated loan, 50% more than the original target amount, with an oversubscription by the multinational and local banks that operate in Colombia. Citibank was the lead bank of the syndicate, and debt was paid in full with no need for further negotiations. Implemented new ERP software and improved performance management and shareholder communication.Led hiring of top talent to build a culture of collaboration, diversity of ideas, and transparency, resulting in enhanced performance and trust. Replaced existing suppliers with a fresh competitive bid initiative to promote cost optimization, quality and reliability.

Developed a greenfield project focused on building/acquiring midstream assets in Colombia to eliminate the need to use tanker trucks to transport oil from producing fields to key pipelines: Managed projects from due diligence to post-transaction integration, including identifying potential partners, negotiating contracts, and securing financing.Developed the economic model and presented the results of potential investments to a private equity firm that purchased $1.2bn in equity (25% working interest) of a major pipeline in Colombia.

Developed a greenfield project focused on building/acquiring midstream assets in Colombia to eliminate the need to use tanker trucks to transport oil from producing fields to key pipelines: Managed project from due diligence to post-transaction integration, including identifying potential partners, negotiating contracts, and securing financing.Developed the economic model and presented the results of potential investments to a private equity firm that purchased $1.2bn in equity (25% working interest) of a major pipeline in Colombia.

Led $200m in joint venture activities and secured funding from Ecopetrol and Total Energy annually, resulting in successful production and marketing of natural gas, crude oil, and NGLs while maximizing returns on non-operated midstream infrastructure assets (including Cusiana, Cupiagua, and Piedmonte fields with daily production in excess of 100 thousand barrels per day) for BP Exploration Colombia.Commercialized crude and natural gas for 100% export to the international markets through the ports.Served as a board member on several major pipelines, including, Ocensa, ODC and OAM, representing BP in those companies.

Communicated effectively with institutional investors in the USA and Canada, presenting quarterly financial results, preparing strategy updates, and leading roadshow efforts. Provided competitor analysis and external issue insights to C-suite executives.

Produced monthly financial and operating performance management reports for all business segments, and provided in-depth analyses on financial forecasts, variance analyses, external environment. Enhanced decision making, financial delivery and resource allocation by providing insights to those involved in business streams, competitor analysis, tax, and finance.

Led the planning cycle for the Deepwater Gulf of Mexico upstream business unit, and structured the capital allocation strategy to support management decision-making.

Created and enhanced global sector strategies with regional business units by focusing on market dynamics, competitiveness, wider business opportunities, joint ventures, emerging risks, and opportunities posed by suppliers and competitors.Developed global procurement strategies for services and commodities, streamlined processes, and performed economic and financial evaluations of projects and investment opportunities to aggregate spend globally and improve negotiating position with global suppliers across multiple countries.

• Designed procurement strategies for services and commodities. • Negotiated and communicated with suppliers and other commercial technical disciplines. • Streamlined processes, economic and financial evaluations of projects and investment opportunities. • Managed the payroll and office budget for the Security function in Colombia. • Divested airplanes and other non-essential assets.