PROVEN SKILLS & COMPETENCIES:☑ FINANCE ☛ Cost Control, Budgets, Forecasting, Planning, Bank Relations, Stockholder Relations, Equity/Debt Management, Cash Management, Insurance, Tax, Treasury, Investment, Financial Modeling, and Structuring.☑ ENGINEERING & OPERATIONS ☛ Basic Research, Process Development, Prototype Engineering, Project Management, Software Design, Technology Evaluation, Safety and Quality Assurance.☑ BUSINESS DEVELOPMENT ☛ Mergers / Acquisitions, Lease / Debt Financing, Loan Structuring, Strategic Planning.☑ PUBLIC RELATIONS ☛ Community Relations, Corporate Identity, Shareholder Relations, Corporate Publications and Communications, Attitude / Opinion Research, Government Relations.☑ HUMAN RESOURCES ☛ Recruiting & Training, Evaluation, Selection and Interviewing, Payroll, Benefits, Executive Compensation, Wage Analysis, Loss Prevention / Safety, Risk Management, Industrial Relations and Labor Negotiations, Employee Discipline, Outplacement.☑ LEGAL ☛ Juris Doctor, Licensed Attorney — Louisiana Bar Association, Litigation, Leases, Licensing, Government Compliance, Labor, Shareholder Proxies.☑ SALES & MARKETING ☛ Sales Staff Management, Training & Recruiting, Supplier Relations.☑ ADMINISTRATION ☛ Systems and Procedures, Security, Real Estate Site Selection, Project Management, Facilities, and Leases.☑ INFORMATION SYSTEMS ☛ Data Security, Telecommunications, Systems Analysis & Design, Technology Planning, Strategy.

Superior Energy Services is a leading provider of specialized oilfield services and rental tools focusing on serving the drilling and production-related needs of oil and gas companies worldwide. ✔ I was entrusted with all operating aspects of the company (except Financial Report and Legal):☛ HUMAN RESOURCES (HR)☛ INFORMATION TECHNOLOGY (IT)☛ HEALTH, SAFETY & ENVIRONMENT (HSE)☛ RISK MANAGEMENT (RM – Insurance and Claims)☛ REAL ESTATE and AVIATION (company owned two jets and employed six pilots).☛ HUMAN RESOURCES (HR) – Managed the search, selection, and onboarding of the HR Vice President.● Worked directly with the Board of Directors as primary management liaison for executive compensation. Managed a direct comp over $20M per year package for nine executives. Led an annual industry survey and analysis of executive compensation of industry peers. ● Instrumental in developing and implementing performance share units as a significant part of the long-term incentive component before most peers. Created a True Pay for Performance Model which properly balanced management incentives and shareholder interests. Created Supplemental Executive Retirement Program (SERP) to supplement executive retirement. ● Successfully delivered Shared Core Values, a values-based leadership program designed to build a common set of values and expectations across a decentralized company. ● Developed various in-house training programs ranging from sexual harassment prevention to Advanced DiSC training, Employee Stock Purchase Plan (ESPP) and LTI transfer from Merrill Lynch to Fidelity.● Reviewed and updated numerous vendor contacts to enhance our best in class leadership approach that has realized additional corporate savings of $5M.● Reviewed and updated numerous vendor contacts to enhance best in class leadership approach that resulted in corporate savings of $5M.

☛ HUMAN RESOURCES (HR) – Cont.● Starting with two professionals and four non-exempts: recruited, trained and coached a team of highly skilled HR leaders and professionals to provide organization-wide support through business partners, a COE and a payroll & benefits shared service center. ● Established and monitored HR benchmark measures for both efficiency and effectiveness and achieved a ranking between median and world class delivery.● Implemented a culture measurement program to establish a baseline and identified opportunities for improvement about decision-making, job structures, and other areas to help improve and sustain performance standards for the future.● Collaborated with country leaders to develop and deploy both polycentric and region-centric approaches for multinational staffing strategy, integration of HRIS technology, compensation authority guidelines, and a cohesive Global Policy document that provided a framework for continued global growth while continuing to promote the entrepreneurial spirit. ● Designed leadership development and succession management processes focused on organization specific competencies, i.e. financials, customer, and people. Entrusted by the Board of Directors to develop a process for identifying candidates to replace the retiring CEO. ● Collaborated with company-wide business unit leaders, country managers, and executives to establish an efficient Global Mobility Structure that provided a flexible framework to deploy talent to meet the needs of the company’s growing international operations. ● Influenced business unit leaders and executives with an ROI business case to approve and implement a Time & Workforce Management system to enable multi-state tax withholding, ensure payroll compliance with FLSA, automate complex pay rules computation unique to each business unit, manage time off and leaves of absence, track labor costs and improve scheduling efficiencies; pay out period was 2.3 calendar years.

☛ INFORMATION TECHNOLOGY (IT) – Personally interviewed, selected and recruited the IT Vice President.✔ Revenue Growth & Expansion: Developed an array of technology strategies and tools that supported company’s explosive revenue growth from $500M to $5B over 11–year span.✔ Technology Planning & Integration: Crafted technology roadmap to facilitate business process improvements and deliver end-to-end business solutions.✔ Technical & Financial Systems: Developed new financial infrastructure that handled month-end consolidation for 100+ legal entities and enabled geo-market reporting; expedited close cycle by 70% and enhanced market competitiveness.✔ Set up shared services model that supported all global business units through common sites and central resources; improved sales effectiveness and Days Sales Outstanding (DSO) through mobile applications.✔ Business Process & Operational Improvement: Reorganized seven global IT regions across four operating business segments into a single global technology group; reduced operating costs by $10M and streamlined 25 financial systems into 3 for accurate public board and investor reporting.✔ Business Intelligence: Shrunk weekly forecasting turnaround time 90% through $5.2M enterprise planning and business intelligence tool that transformed company’s forecasting and budgeting process.☛ REAL ESTATEOversaw all corporate real estate, including site selection, lease negotiations, construction build out, and staff relocation. Leases typically involved $2M per year commitment over 7 to 10 years. Construction buildout was on average $5M per location and typically involved one new site every two years.☛ AVIATIONResponsible for two corporate-owned jets, six pilots, and one mechanic. Jets were valued at $5M each with an operating budget of $2M per jet per year. Oversaw development of safety operation manual by the lead pilot. Set up a system to co-ordinate and optimize plane utilization across the company.

☛ HEALTH, SAFETY & ENVIRONMENT (HSE) – Personally interviewed, selected and recruited the HSE Vice President.✔ Developed cloud software to track employee injuries across the company. Management was able to input information on the incident anywhere in the world, including all medical information, allowing independent 3rd party rep to determine OSHA classification. OSHA management described the system as “best practice” for completeness and accuracy, giving the company management a true assessment of safety performance. The company had over 40M man hrs/year and 500 incidents.● Built and implemented the HSEQ management system that was used by all business units across the company. This standardized the risk assessment for all operations across the company. Reduced company’s TRIR from 2.9 down to 1.5 in 5 years, a 52% improvement. ● Oversaw the development of a similar database to trace over 500 different properties across the company to ensure environmental compliance, track lease terms, and protect the company against environmental liability.● Developed a corporate-wide training team to ensure the 4,000+ new annual employees were properly trained and qualified to meet customer expectations and industry standards.☛ RISK MANAGEMENT (INSURANCE and CLAIMS) – Personally interviewed, selected and recruited the Risk Management Vice President.✔ Entrusted with managing the $100M insurance program, including marine and non-marine liability, workers compensation over 20 states, and auto insurance for a fleet of over 4,000 heavy lift vehicles. Also, maintained insurance programs directors and officers (D&O), excess liability (with coverage of $400M), oil spill liability and aviation.● Reduced cost of the program from $84.1M in 2014 to $52.6M going into 2016, a 37% decrease over a two year period.● Led the Risk and HSE group to reduce injuries and claims, a significant fraction ($25M) of the total insurance expense as the company carried large retentions.

This was my initial position as an officer with the Company. Entrusted with directing all operations related to the following businesses in the group: Coiled Tubing, Electric Line, Well Abandonment and Platform Decommissioning, Pipeline Interventions and Consulting Services. Revenue about $300M per year. Pre-tax profit of about $75M per year.NOTABLE ACCOMPLISHMENTS:◆ REORGANIZED BUSINESS — Started with many smaller companies and the Corporation through numerous acquisitions and set up a smaller number of larger organizations, taking advantage of cost efficiencies through consolidation and establishment of one coiled tubing division, electric line division, well abandonment and platform decommissioning division.◆ ESTABLISHED CONSULTING BUSINESS — Peeled away engineering support (and the associated overhead) from the aforementioned operating division and established a for-profit consulting arm that was able to independently solicit business and also provide project management support for other divisions within the company.◆ SECURED the COMPANY’s FIRST SIGNIFICANT INTERNATIONAL CONTRACT — As part of the development of the platform decommissioning business, negotiated, designed and built a large derrick barge with an 800-ton crane. It was built partially in China and the Netherlands.Leased the barge for 18-months to a Malaysian company for $90M and secured the construction of another barge for $50M that would take over for the leased barge at 18 months. This arrangement worked so successfully that the Company elected to build a third barge in China for its own account. One barge worked in the Gulf of Mexico while the second barge worked international waters.

The company had poor HSE performance and a weak reputation with customers, which was impacting revenue. Also, the company had no corporate risk management strategy as it was largely driven by the individual companies that had been acquired.NOTABLE ACCOMPLISHMENTS:◆ ESTABLISHED CORPORATE SAFETY MANAGEMENT SYSTEM – Built and implemented corporate safety management system that recorded and reported all safety incidents based on OSHA regulations. Initiated a process to track safety performance across the company and reviewed all major incidents. Acted as primary spokesperson for the company in all meetings with customers, and rebuilt confidence in the company’s safety performance.◆ CONSOLIDATION of the COMPANY’s WORKER COMP PROGRAM – Each company had its own agent, and zero deductible program (because they were small and couldn’t afford the risk) and the fees to the agent were based on a percentage of the insurance premium, which was not cost effective.◆ Established corporate insurance program with a single agent where the agent was paid a fee regardless of the premium cost. Elected to retain risk at $100K per incident at a corporate level and established a loss fund to fund the deductible and still offer the businesses first-dollar coverage. Saved the company approximately $10M per year.◆ CONSOLIDATION of the COMPANY’s HEALTH INSURANCE PROGRAM – Each company in the corporation had its own insured program, which was very inefficient for both the company and its employees. The individual companies had few options as they did not have enough employees to justify a self-insured program.◆ Consolidated all employees under one self-insured program. Realized annual savings to the company of approximately $5M, reversing what appeared to be huge annual increases every year. In the new program, employee contribution was more competitive, thereby attracting higher caliber employees.

Headquartered in London, England, British Petroleum (BP) was established in 1908 to exploit oil discoveries in Iran. In 1998 BP merged with the American company, AMOCO making BP AMOCO the largest oil industry merger ever and the second- biggest energy company worldwide regarding oil and gas reserves. Currently, BP operates in all areas of the gas and oil industry including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It also has renewable energy interests in biofuels and wind power. In 2015 it had operations in more than 70 countries producing 3.3 million barrels per day. BP America is its largest division. ✔ I led a team of 60 HSE professionals supporting the largest design and construction effort in the BP organization with a 5-year capital expenditures budget of +$15B, one of the largest BP upstream operations generating $1B plus net income. ✔ Represented AMOCO before all regulatory bodies on any issue related to Gulf of Mexico deepwater developments. NOTABLE ACCOMPLISHMENTS:◆ Developed risk assessment program for mitigation of major hazards in project design; BP set the benchmark in the industry for environmental design.◆ Implemented world-wide construction safety effort to establish best-in-class safety performance at BP work sites along with union construction sites managed by BP contractors, representing 10 million man hours per year.◆ Implemented rigorous safety management system with field employees and contractors; achieved 60% improvement in safety incident rates. ◆ All facilities gained ISO 14001 certification, GOM Environmental Management System. Regulators routinely recognized BP performance. ◆ RECEIVED the 1999 MMS CARE AWARD for OUTSTANDING ENVIRONMENTAL PERFORMANCE.◆ Gained approval for $80M Royalty Relief applications, Deepwater Operations Plans, and Conservation Plans.◆ Developed new technology recommendation in the area of downhole waste injection.

☛ ATTORNEY (1996 - 1997)Successfully accomplished career development assignment relating to oil & gas projects: antitrust, operating contracts, environmental sites.☛ SENIOR ENVIRONMENTAL REPRESENTATIVE (1993 – 1996)Entrusted with managing environmental policy and budget for AMOCO's most profitable business unit. Required development of strategies involving air, water, and waste issues along with Emergency Response. Critical: fostering economic growth and insuring compliance with state and federal regulations.☛ OPERATIONS ENGINEERING SUPERVISOR (1992 – 1993)A developed strategic planning tool to improve the performance of the engineering staff. Supervised all well abandonment activity including disposal of radioactive NORM waste. Responsible for negotiating a major vendor partnership agreement.☛ SENIOR OFFSHORE OPERATIONS ENGINEER (1989 – 1992)Responsible for optimizing oil & gas production in AMOCO's most active offshore area. Developed control procedures and recommendations of expenditures more than $5M per year to increase production.☛ REGIONAL REGULATORY AND COMPLIANCE REPRESENTATIVE (1986 – 1989)Coordinated legal presentation of technical data to various state regulatory agencies, including the Louisiana Office of Conservation. Testified as engineering expert in administrative and judicial proceedings. Initiated efforts to change legislation involving environment and regulatory matters within the industry.☛ SENIOR FINANCIAL ANALYST (1985 – 1986)Developed financial analyses for all major investment decisions. Projects involved expenditures greater than $5M and complex tax and investment issues.☛ ONSHORE RESERVOIR ENGINEER (1982 – 1985)Developed and documented major engineering studies of various oil and gas properties in the Gulf Coast area.☛ DIVISION BUDGET COORDINATOR (1980 – 1982)Managed Budget including $200M in investments, $75M in operating costs and 60 MBOE of production.☛ ONSHORE PRODUCTION ENGINEER (1979 – 1980)