Recruited into Crestwood by a former VP from Williams. Led the financial analysis and due diligence for the Natural Gas Division, including crude, condensate, natural gas, and water.JACKALOPE GAS GATHERING PROJECT: Led financial analysis and due diligence during acquisition of a 50% ownership in Jackalope – $500 million asset value – from Access Midstream. Represented Crestwood on the Jackalope Steering Committee and during execution of the Marketing Services Agreement, whereby Crestwood managed all business development and commercial functions. Decided what rates to charge. Recruited additional producers to connect with Jackalope. PRESENTATIONS: Built business cases and presented deals via PowerPoint: sales pitch, reasons to invest, predicted return, table of assets, and “what–if” scenarios to anticipate possible risks with the deal. FINANCIAL ANALYSES & PLANNING: Built financial models. Made presentations to promote Jackalope to RKI, Anadarko, and others. Modeled deals for other basins such as the Permian, Eagle Ford and Utica. Analyzed project to build a gas-processing plant near Carlsbad NM ("Willow Lake") leading to deals with other producers in the area to gather their gas and process it at Crestwood’s gas-processing plant.

- - - - WILLIAMS SUMMARY- - - - I scaled up my personal and technical skills – and navigated several organizational changes – to keep pace during 16 years of explosive growth at Williams. After completing the highly successful, $2.5 billion integration of Williams & Caiman, declined an offer to relocate to Pittsburgh (2013), and accepted an offer from Crestwood.- - - - PROGRESSION- - - - Manager, Project Analysis, Midstream (May 2006–March 2013)Project Analyst Staff – Mergers & Acquisitions, Midstream (July 2004–May 2006)Financial Analyst Consultant, Corporate Planning (Nov 2002–July 2004)Financial Analyst Consultant, Int’l Business Development (July 2002–Nov 2002)Manager, Financial Analysis – Hydrocarbon Development (October 1997-July 2002)- - - - HIGHLIGHTS- - - - TRANSITION MANAGER: Organized multi-function groups put everybody on the same page. Caiman (2011) and TransCanada (2001): Handpicked as Transition Manager of $2.5 billion Caiman project – 8 months duration – based on good performance as TM during the TransCanada integration (2001). LEADERSHIP, MENTORING, AND TEAM BUILDING: Starting from scratch, built a highly skilled, 9-person team – Calgary, Houston, Tulsa and Pittsburgh – that supported business development. FP&A &FINANCIAL MODELING: Led financial modeling, advised team, and ensured accuracy of models created by 9 people. Ran financial team that established Williams’ Northeast Operating area, comprised of Laurel Mountain Midstream, Appalachian Basin Area (ABA), and Ohio Valley Midstream.Managed the valuation of acquisitions and growth projects – acquisition and capital outlays exceeded $10B – most recently the $2.5B acquisition of Caiman Eastern Midstream.MASTER LIMITED PARTNERSHIPS (MLPs) & IPO: During early days of MLPs, achieved status as Williams’ top subject-matter-expert for incentive distribution rights, cash-flow-waterfall modeling & accretion analysis.Played key role during IPO for Williams Partners LP.

Developed budgets and strategic plans. Participated with senior management to create a competitive rate structure that led to long-term commitments (and supported highly levered project financing).

Managed 12 people and advanced through various financial positions leading to Division Controller. First connected with Chromalloy as auditor with Peat, Marwick, Mitchell, then hired to help turn around a distressed business. Developed and implemented bold initiatives to reduce costs and increase sales. Supervised accounting dept of a jet engine repair shop, which employed 400 bargaining-unit staff. Selected and implemented a new ERP system – including financial modules. Managed general accounting, payroll, accounts payable, purchasing, manufacturing support, and inventory control.