- Developed a framework for asset care requests in SAP that allows for segregation of these items from higher priority safety, operability or integrity issues. This process allows for strategic allocation of funds and resources towards meeting site goals in the areas of asset condition, civil / structural and housekeeping. This wholistic approach to the site needs allows for work planning via bulk execution by similar craft and location thus minimizing operational impact as well as mobilization expense.- Generated business case for (2) new positions to support the site's Asset Care journey. Team has effectively managed a $7.8 million budget in 2023 and is on track to spend $5.5 million in 2024.- Established greater cost control for Asset Care designated work orders by working with the planning team to ensure that items earmarked for Asset Care are only added to weekly schedules once they are fully ready to execute, saving rental and standby costs.- Worked to streamline Asset Care cost reporting utilizing Power BI which provides cost transparency for the effort to site leadership in a quarterly one-page summary- Applied front end loading project processes from previous role towards the development of work scopes to ensure early engagement with functional teams and to minimize scope creep.- Successfully integrated a circular economy and asset care opportunity through the repave of the site's main entrance road utilizing asphalt composed of recycled plastic material equivalent to preventing 3.6 million plastic straws from being dumped into a landfill

- Responsible for the development of new mechanical engineering university hires on petrochemical plant basics (support of operations, maintenance, reliability, process safety) and FEL engineering activities towards the completion of small capital projects, successively placed (7) current maintenance / reliability positions within the organization.-Support the site drawing control center as the team lead, notable improvements for the team included initiating and implementing workflow enhancements to the redline request and tracking process reducing turnaround time and providing process transparency to the organization.

- Provided Techical support in the deployment of Maximo maintenance management system along with tablets to field based maintenance teams.- Assisted in the initiation of preventative maintenance tasks based on potential equipment failure modes

- Investigated as part of a two person team, 17 different incidences across all business areas that posed significant risk potential to PAA in 2016, resulting in significant changes to the corporate wide policies and procedures as well as numerous improvements towards corporate risk reduction - Developed an incident investigation policy fit for purpose for PAA derived from the guidance from API RP 1173 Pipeline Safety Management Systems- Developed and deployed training for the new incident investigation policy for over 300 field supervisors, 20 Environmental and Regulatory Specialists and 30 Safety Managers across the country in order to establish awareness and competency with the new policy and its requirements. - Implemented a safety recognition program to promote hazard identification and resolution among field personnel in order to drive cultural change in improvement of the company safety trend. Since inception, the recordable incident rate has reduced by 15% in six months time- Generated shared learning material on significant events that were shared at industry meetings such as the API Pipeline Information Exchange (PIX)- Produced and deliver incident review presentations to senior leadership for events with high risk outcomes or potential.- Provided guidance to field personnel in the investigation and or distribution of shared learning that originate from lower risk events- Developed a process for Notification Awareness Reports (NAR’s) that are generated and communicated to the appropriate functional teams efficiently

- Supervised the daily activities for (2) Project Engineers and (1) Field Construction Manager in the execution of the PGS Capital project portfolio that includes Greenfield / Brownfield and Capital / Operations Expense construction projects in excess of $20 Million per year - Project Manager for a $40 Million expansion of the Patterson Gas Facility that increased processing capacity from 100,000 SCFD to 310,000 SCFD with the addition of two 20” gas lines and the installation of additional inlet and residue compression equipment. The project was executed in less than 13 months with no major safety issues, under budget, on schedule despite a very aggressive time line - Successfully negotiated the utilization of the first integrated Engineering, Procurement and Construction (EPC) Project performed by PAA, this was a $30 Million, 40,000 BBL/day Condensate Stabilizer addition which was completed with no safety issues, on time, on budget and has demonstrated capabilities above name plate design while maintaining operating limits- Leader of the implementation effort for the development, integration and field adoption of a new CMMS system (Maximo) for all PGS facilities through the generation of master equipment lists, training of the end users and development of equipment maintenance tasks and frequencies to ensure silent running operations- Championed of the effort of identifying and closing gaps in compliance with OSHA CFR 1910.119 Mechanical Integrity across all PGS facilities - Developed the PGS contractor safety expectations plan that is used as a standard document for all work that is bid through the PAA contractor selection process. - Generated engineering and construction specifications specific for processing facilities to bridge the gap in the existing PAA engineering standards that were mostly for pipeline applications

- Facilitate reliability threat identification and prioritization with respective unit production teams - Provide technical over site and support to drive the elimination of the top unit reliability threats- Generate project request forms and defended their merit to the portfolio management team- Identify and escalate process safety concerns in threat list generation to the process safety group for evaluation- Perform historical and statistical analysis to aid in providing reliability plans to increase unit availability - Implemented an operator round revalidation review program based on equipment FMEA’s in an effort to improve round quality and efficiency- Conducted Failure Analysis / Studies on large availability cost items from assigned areas- Perform spare parts analysis for critical equipment to ensure adequate stocking and to minimize equipment down time- Proficient in Reliability tools such as Weibull analysis, Life cycle cost analysis as well as general process reliability principals- Mentor and coach new employees on job role responsibilities as part of the Engineering in Fundamentals Program- Lead Improvement Strategy in the development of the Reliability Threat Tool that has been replicated for use at other Bp Sites

-Supervised the daily activities of (8) unit maintenance engineers that serve 10 process areas through the technical review and approval of job packages for field execution of both routine and turnaround activities- Supported the development of new hire engineers through instruction and generation of case studies as part of bi-weekly staff meetings.- Assesed performance and competency levels for each employee to aid in development / training needs- Managed the budget for external engineering services from on-site contractor. - Worked with operations superintendents on prioritization of technical resources to ensure proper over site of both routine and turnaround activities - Served a member of the engineering development committee that oversees the Co-op and internship program for the site.

-Generated work packages for field craftsman for safety, routine and TAR work items.-Monitored daily unit activity to ensure silent running availability -Conducted failure analyses for equipment break downs and take action to increase reliability -Created HF specific piping, best practices and valve specifications that are incorporated into site technical practices-Served as site mechanical representative for Continuous Improvement Forum on HF Alkylation-Reviewer of all material, QA /QC, and inspection requirements of new and existing equipment for unit on routine and capital project work-Lead the group of maintenance engineers in the pre-planning and execution of the 2008 HF Alky TAR ($150MM) by providing work packages and field technical support-Coached 6 new and experienced hires in the roles and responsibilities’ of UME

- Performed the planning, execution and technical support to (6) concurrent unit outages while providing daily support to the remaining running units.- Organized quarterly reliability meetings to develop action plans for top reliability risks.- Lead technical efforts for the safe restart of the unit after 2005 Hurricane outage. - Redesigned a problematic product loading arm which increased reliability while simultaneously making this task inherently safer for the operator.

- Supported the execution of several large capital TAR’s around the refinery through the development of work packages for field craftsmen.- Generated equipment bid packages, complete with required inspection hold points and testing acceptance criteria for long lead items- Organized the investigation into a minor injury and presented findings to the affected organization in order to prevent future incidences - Organized and lead Management of Change (MOC) meetings for both TAR and routine work packages.