I retired from Energy Transfer on August 1, 2022. On with the rest of my life! Thanks Colonial Pipeline and Energy Transfer for a well-rounded and rewarding career in oil and gas!

Responsible for all facets of financial planning, compliance, employee development, and strategic initiatives for a group of 60 employees. I report to the VP-Operations and am accountable for the success of an entire business unit.

District Manager for the Oklahoma portion of Sunoco Logistics operations.-Manage $22MM annual expense budget-Manage a staff of ~75 employees

• Responsible for all aspects of operations and maintenance for the Colonial Pipeline segment in the state of Louisiana which includes 140 miles of main line pipe, a 40-tank tank farm with a storage capacity of 6 million bbls, and three booster stations• Managed a staff of 36 full-time employees, several contractor crews, and worked closely with a staff of 8 projects personnel• Managed all aspects of hiring, firing, promoting, and managing performance for the staff previously mentioned• Trained Associate Operations Manager• Served as Incident Commander for several minor spills and leaks and acted as Incident Commander during corporate drills and exercises (attended NIMS ICS 300 training through The Response Group)• For Bengal Pipeline Company (a joint venture), acted as Operations Manager for the Baton Rouge Tank Farm which consists of infrastructure and tanks (40) to hold 6 million bbls of refined products for injection into the main line system• Managed the facility during a $120 million construction project to add blending capability to the tank farm operations portfolio. The project was successfully commissioned in October, 2014.• Managed capital and expense budgets for Colonial Pipeline (averaged ~$5 million annually), Bengal Pipeline (averaged ~$6 million annually), and Energy Logistics Solutions, LLC (averaged ~$500,000 annually)

• Responsible for all aspects of performance of a team of 9 Controllers, from daily pipeline operations, semiannual and annual performance management, disciplinary and reward actions, etc….• Served as the Control Center Operational Excellence Team Leader and was institutional in creating a more robust drilling and training program to meet regulatory requirements and improve Controller performance• Responsible for developing subordinates to fill a broad range of available positions. One of my subordinates was selected to fill another open CCOM position and was very successful.• Helped manage a $2 million annual budget by managing controllable expenses and overseeing small capital projects• Served as CCOM for Hurricanes Katrina and Rita helping to restore critical fuel flow to the US East Coast and garnered recognition in the Wall Street Journal

• Responsible for safely operating stub line and main line pipeline systems, varying in flow rates from 2,500 bph up to 53,000 bph• Started with the company and qualified on the “easiest” pipeline system after only 4 months (typically a 6-month training plan) and then moved to and qualified on the “hardest” pipeline system only 3 months later (usually requires several years of experience and up to 8 months of training)• Trained several Associate Controllers and Stub Line Controllers to operate the complex main line pipeline systems• Certified as Trainer-Coach• Served on the Control Center Operational Excellence Team (responsible for maintaining and improving Controller performance and conduct of Incident Analyses to promote learning from incidents)• Member of Control Center and Corporate Safety Team and Training Team

Served 20 years in the nuclear Navy as a Reactor Operator. I became an expert in nuclear reactor operations and technical maintenance functions in support of reactor controls and monitoring. I led diverse teams while assigned to various shore and sea commands, culminating in management of a 120 person team operating two nuclear reactors.