Develop operating scenarios and economic evaluations to maximize value of asset base.Develop and implement project controls for capital projects. Provide project management services.Lead FEED studies for capital projects. Completed FEED for new US Land Drilling rig substructure and mast.

CORPORATE PROFILE: A $246M Upstream Oil and Gas field services provider with 1,171 employees. RESPONSIBILITY PROFILE: While in this role, I reported to the COO with a $50M CAPEX and 6 employees with 4 direct. I was responsible for leading the engineering department, KPI tracking/distribution, new product development, and strategic planning leadership for the entire organization.

RESPONSIBILITY PROFILE: As SVP of Engineering and Performance Solutions, I reported to the COO with a $50M CAPEX and 6 employees with 4 direct. I led the engineering department, KPI tracking/distribution, and new product development.ACHIEVED IN THIS ROLEEMPLOYEE DEVELOPMENT• The COO charged me to develop a Division Engineer training program. I collaboratively designed a pilot training program, then implemented it with Finance, Sales, and Legal buy-in. The first Division Engineer to graduate from this program completed projects 14% below budget their first year and 13% below budget for the next 4. These methodologies were replicated in West TX, and that Division Engineer completed projects 11% below budget.

RESPONSIBILITY PROFILE: When I started for Pioneer, I reported to the President of Drilling, and my duties included identifying and recruiting staff, leading the engineering department, KPI tracking/distribution, and new product development.ACHIEVED IN THIS ROLEENGINEERING LEADERSHIP• The President and CEO recruited me to create and lead an Engineering department for the US Drilling BU to improve technology integration, new product development, and timely completion of projects. I navigated resistance to source, recruit, and train a team. Within 12 months, this team developed 3 new rig designs and secured contracts to build 10 new rigs (18% increase to US Land fleet). Ultimately we created 4 new rig designs, deployed 17 new rigs, and assumed responsibility for asset management and performance tracking.STRATEGIC PLANNING / BUSINESS TRANSFORMATION / TURNAROUND• Leadership desired to transform the US Drilling BU into an industry-leading differentiated services provider. First, I determined the performance requirements of a differentiated services provider, identified gaps, and developed/implemented improvements programs. This increased margins from $5,214/day in 2010 to industry-leading $12,250/day in 2015 and utilization rates of 94%. These tactics and leadership positions were maintained until the company’s acquisition.OPERATIONAL IMPROVEMENT• Strategic enhancements were required to reduce downtime. To accomplish this, I developed, measured, implemented, and distributed KPIs throughout US Drilling, then instituted a Daily Operational Summary (including Safety Alerts and best practices) to monitor performance. These efforts decreased downtime from 2.5% to 1.62% within one year, which continued to improve month over month to ~1.25% annually, while safety TRIR improved 40%. This was adopted as SOP and best practice in the Colombian Drilling BU.

ACHIEVEMENTS CONTINUEDTECHNOLOGY INTEGRATION• The President and CEO recruited me to incorporate AC Rig Control Technology into new rigs while minimizing startup issues. I led a 3-month Front End Engineering Design (FEED) study to analyze technology, interface requirements, and costs, then navigated complexities to pinpoint a functional design. The new rigs resulted in ten, 3-year term $28k/day industry-leading contracts and were deployed without issue leading to 5 additional rigs contracts within 18 months of startup.SERVICE OR PRODUCT OPTIMIZATION• I discovered an opportunity to optimize drilling rig components to deliver a competitive advantage. Over 60 days, I met with clients to determine 5-year well design outlook, then adjusted mud pump horsepower (from 1.6K to 2K HP) and piping system (from 5KSI to 7.5KSI), both improvements over industry standards. Despite a slight cost increase (~3%), these features became a central selling point over competitors, who had to modify/add to their existing infrastructure to facilitate at significantly higher costs.PROGRAM MANAGEMENT• The President and CEO commissioned me to deploy 10 new rigs on time, on budget, and that would maximize performance. I led a team and three structural engineering firms in planning, purchasing, monitoring progress/costs. The $241M program was completed on time and budget. The rigs had ~1% downtime and contributed 55% of US Drilling’s revenue in 2015. A second 5 rig $131M program, completed on time and budget, sustained the company through the market downturn of 2015-2017.

ACHIEVEMENTS CONTINUEDTECHNOLOGY INNOVATION• Leadership charged me to replace outdated technology with asset management and preventative maintenance systems that Field Management and Service Technicians would use. I collaborated with IT and a 3rd party developer to create a mobility interface tailored to company needs. We ensured functionality in work order management, asset transfers, and ELT approvals. This interface reduced 2013 downtime from ~1.25% to ~1.1% in 2014 through the 2021 acquisition and was adopted as SOP in the Colombian Drilling BU.PRODUCT INNOVATION• I was determined to design a new land rig substructure and mast that created a durable competitive advantage. For the next 4 months, I assembled a team, analyzed historical standards, then evaluated/implemented concepts into the new patented design. This design increased the operating envelope by 50%, reduced transport loads by 14%, and enabled outperformance of competition. As a result, leadership promoted me to SVP Engineering and Performance Solutions.

CORPORATE PROFILE: A $4B Upstream Oil and Gas service provider in contract drilling, well servicing, and equipment manufacturing with 15,000 employees. RESPONSIBILITY PROFILE: With Nabors USA, I reported to the VP of Engineering with a $270M CAPEX and 125 employees (with 6 direct). I was responsible for leading the engineering department, a cross-functional Equipment Standards Committee, and a cross-functional Control Software steering committee.

CORPORATE PROFILE: A $2B global Upstream Oil and Gas service provider in contract drilling. RESPONSIBILITY PROFILE: Here, I reported to the VP and Chief Engineer with 8 direct employees providing technical support to operations and performance metric tracking. I also formed and led ad hoc cross-functional teams to identify solutions for recurring operational and safety issues and tracking corrections through closure.

RESPONSIBILITY PROFILE: When I started for Helmerich and Payne, I reported to the Engineering Manager and managed offshore drilling rig fabrication projects which led the industry in incorporating semi-autonomous mechanized material handling equipment and control systems. The President of Drilling selected me to work on four special interest projects.ACHIEVED IN THIS ROLEPRODUCT REDESIGN• Following a safety failure, the President of Drilling called upon me to modify existing 3rd party products to improve personnel hoisting. Investigation revealed a single failure point with the sheave pin. I led a team to redesign and test a new sheave block to ensure no failure would occur despite the pin’s removal or destruction. This redesign resolved issues, became the industry standard for personnel hoist blocks, and was adopted worldwide.

CORPORATE PROFILE: At the time, Exxon was a $114B transnational Oil and Gas Corporation. RESPONSIBILITY PROFILE: Reporting to the Civil Technology Group Manager, with Exxon, I was responsible for managing various offshore projects associated with the design, fabrication, and installation of production platforms and components. Also, I was in charge of writing 3 fabrication specifications, 2 cost estimates reference manuals, and providing support to the reservoir and drilling departments.