Leading transformation activities across manufacturing, procurement, and logistics in a private equity purchase of a specialty chemicals carve out from Akzo Nobel.

Leading multiple Merger & Acquisition projects for INEOS including the purchase of a business from a large public company in the US, the joint venture of one business with an Asian partner, and the purchase of multiple upstream assets in Europe.

Appointed to turnaround an $18 million revenue specialty polymer division with significant negative cash flow. Major accomplishments included recruiting new leadership team, drastically improving product quality, increasing sales through new market penetration (particularly in China and India), and completion of a major acquisition in Japan. Changes resulted in growing revenues to $30 million, increasing the gross margin/ton by 70%, and achieving a breakeven cash position in 24 months.

Set the strategy and executed the business plans for a commodity chemical business with average annual EBITDA of $140 million in 2006 – 2009 that was increased to $300 million in 2010 – 2012. Responsible for all sales, business development, strategy, M&A activity, and production planning activities with a global team of managers and professionals across sites in the US, Europe, and Asia. Member of the INEOS Nitriles Board of Directors.

Led global team of managers and professionals in US, Europe, and Asia responsible for procurement, business supply chain, and customer service activities. Oversaw annual purchases of raw materials, energy, logistics, equipment and services exceeding $2.3 billion annually. Contributed $30 million per year in gross margin from savings in alternative feedstock supplies, negotiated logistics savings, and other activities. Member of the INEOS Nitriles Board of Directors.

Managed the growth of a $3 billion global business with production assets in the US and Europe, and product marketing in North and South America, Europe, Asia, and Africa. Direct P&L responsibility with primary goals of increasing EBITDA and cash flow generation. Oversaw global market management, supply/demand planning, $2.3 billion in raw material and energy procurement, co-producer relationships (swaps & purchase for resale), and the key interface with the sales team to drive operational and commercial discipline.

Led a team to identify and implement process improvements for the $15 billion European business division. Guided individual project teams consisting of stakeholders across the European business and from the M&A and Strategy central functions. Led key projects including the Reshaping of the European Asset/Business Portfolio, Releasing Additional Value from the Relationship with TOTAL, Review of UK Industry Ethylene Infrastructure, and Rationalization of Assets in the Specialty HDPE Business and the Grangemouth, Scotland Chemicals Site.

Responsible for sales of ethylene, propylene, butadiene, and styrene co-products with total annual revenues of approximately $500 million. Lead negotiator for BP in the US ethylene industry price settlements, the administrator of long-term contracts and spot sales as well as development/negotiation of new contract offers. Central in the development of all product line strategies by offering challenge and obtaining market intelligence.

Recovery Project - Single Point of AccountabilityCoordinator of the Chocolate Bayou Recovery Project. Directed the project team in the $50 million rebuild of furnaces damaged in a major fire. Captured synergies and installed $15 million in previously planned capital projects. Role required extensive collaboration between the Business Unit Leader, Product Management, Manufacturing, and Project personnel.Olefins Asset Superintendent Managed operations at BP Chemical’s largest asset - a 1.8 billion lb/yr olefins unit with annual total fixed cost budget of $30 million. Supervised 70 employees including 10 direct reports. Responsible for the planning and execution of a 200,000 man hour unit maintenance overhaul team with a budget of $12.8 million of expense and $6.8 million of capital.Olefins Process/Unit Engineer Performed daily unit optimization and troubleshooting, tracked feed and product rates, and prioritized engineering projects. Served as the backup to the Asset Superintendent. Operations representative on all engineering projects associated with the unit and conducted numerous economic studies to maximize unit efficiency and minimize operating costs.

Held various and increasingly senior engineering and commercial roles at a 700,000 bpd refinery culminating in a commercial role responsible for crude oil selection and overall refinery profitability and future supply availability.