Accelerated the build-out of the EVgo’s nationwide EV fast charging network (~3x YoY). This was accomplished through improved operational efficiency as a key support to the company’s major transactional milestones: acquisition by LS Power in 2020, General Motors program rollout in 2021, SPAC merger in 2021, Pilot Flying J program in 2022 and $125 million capital raise in 2023.► Created EVgo’s first PMO by implementing and migrating the company to Sitetracker. This led to enhanced performance tracking, reporting, and forecasting resulting in improving operational efficiency by 75%. The new internal economies of scale enabled management of 5 times as many projects while only doubling the team.► Built EVgo’s EPC contracting and project engineering department and crafted EPC engagement strategies increasing capabilities by 450% and reducing construction change orders from 50% to 7%.► Streamlined EVgo’s project funding decision-making process. As a result, increased monthly cadence of decisions (from $2 million to $14 million) and achieved 20% YoY improvement in NPV / Levelized Cost of Charging.► Mitigating the risk of ineligibility for $23 million in public funding by driving compliance of construction contracts with prevailing wage laws.► Implemented integrated operational Financial Planning & Analysis (FP&A) capabilities via Tableau. The dashboards were live reports pulling data from Sitetracker and NetSuite.

HIRED to build from the ground up the company's Project Engineering function.

Profit & Loss and EPC performance accountability on a program of small capital projects aimed at improving operational efficiency of Chevron’s oil & gas production facilities in Central California.► Developed program execution plans closely aligning with customer’s business drivers.► Safeguarded company’s profit margin despite its contractual commitment to unfavorable financial terms, achieved by: ★ reducing operating expenses by negotiating competitive workshare agreements with global engineering offices. ★ architecting the company’s first lean PMO, which minimized execution and financial risks by automatically surfacing weekly performance metrics for 40+ concurrent, fast-paced projects.

Responsible for the delivery of a $275 million project to design-build a modularized alkylation unit for Chevron’s Salt Lake refinery. Hand-picked to join in-flight project to increase performance of an engineering team of 30. Achievements include: ► Schedule acceleration by 2 months by streamlining non fit-for-purpose work processes and driving close collaboration with internal/external stakeholders. ► Completion of resource demand and capacity planning in record time (2 weeks vs. 8). Resulted in securing the acquisition of shared, in-house talents before other projects would.► Take-over of module fabrication design. Recovered jeopardized schedule thru development of a credible recovery plan in 3 weeks. Eliminated non-fit for purpose activities and negotiated workshare agreement to increase engineering throughput.

Project Manager and Engineering Manager for a $500 million portfolio of regulatory compliance projects focused on upgrading safety and fire & gas protection systems at BP Alaska’s oil/gas separation facilities in Prudhoe Bay.Accountable for the performance of a cross-functional team of 50.► Built the company’s first SharePoint-based project management platform. Enhanced communication and scope alignment with stakeholders; accelerated disposition of action items by 25%; improved change order approval time by 50%.► Accelerated the schedule by 1 year on project #1, while mitigating $40 million worth of project execution risks.► Delivered project #3 10% under budget through early stakeholder engagement and value engineering. Successfully mitigated the schedule impact of several un-planned funding constraints.► Increased performance predictability of BP alliance contractors within 2 months of contract re-negotiations, to include the provision of cost, cash flow and schedule reporting.

Joined a renewable energy company to drive the completion of key pre-financing due diligence activities for its $900 million flagship launch project: a 110 MW solar thermal power plant with energy storage. PROMOTED for key contribution to meeting a make-or-break company milestone: the on-time completion of an Environmental Impact Statement (EIS), triggering the award of a U.S. DOE loan guarantee and subsequent financing of the project.► Accelerated and finalized negotiations with the utility on an interconnection agreement, which successfully supported an aggressive project financial close milestone.► Coordinated with the U.S. DOI on environmental mitigation. Defended plant configuration and minimized onerous design constraints from federal/state agencies, resulting in reduced capital and operational expenditures (CapEx, OpEx). ► Launched a web-based project management platform, providing structured access to contracts, key development documents and stakeholder communications, and tracking payments vs. financial commitments. Resulted in accelerating completion of the lender’s due diligence effort.► Launched a web-based compliance platform centralizing commercial, permit, and regulatory reporting milestones. Resulted in reduced organizational risks and increased accuracy of CapEx and OpEx cashflows.

Recruited to perform schedule recovery on a $275 million U.S. EPA compliance-driven project to reduce Chevron’s El Segundo refinery’s NOx emissions. Fast-tracked the selection and procurement of equipment valued at $4.5 million. ► Diagnosed and rectified the non-compliance of the current unit design with client design standards.► Restored confidence of client SME, and secured his full cooperation in accelerating approval of key engineering deliverables. ► Skillfully negotiated improved delivery timelines with critical path equipment vendors to safeguard construction schedule. Successfully insulated Technip Energies from liquidated damages while protecting Chevron from U.S EPA-penalties.

Supported a variety of maintenance and large capital projects for Chevron at its El Segundo refinery. Responsibilities included: scoping, cost estimating, design supervision and construction support. Accountable for the performance of a team of 5 controls engineers/designers.

Spearheaded the design of an integrated control & safety system for Yemen's first Liquefied Natural Gas (LNG) plant.

Designed and programmed a new safety system for a gas-processing plant owned by supermajor oil company TotalEnergies.

Designed and programmed a fire & gas protection system for a floating oil production facility (FPSO) offshore Angola, owned by supermajor oil company TotalEnergies (total installed value: $4 billion).