David B. Email & Phone Number

Los Angeles, Ca, Us

Los Angeles, Ca, Us

Singapore, Sg

Fremont, Ca, Us

Cross-functionally commissioned and qualified a novel lithium-ion battery architecture on first-generation high-volume manufacturing equipment and produce batteries with up to 70% greater volumetric capacity than the incumbent technology.• Established strategy and drove operational execution to deliver first product; exceeded production target by 13.5% • Developed and stewarded annual and 5-year operating plans (production volumes, OPEX, CAPEX, headcount, strategic priorities) to support rapid scale-up tied to technology and manufacturing milestones• Built program management systems to deliver critical path projects through cross-functional alignment and focusing constrained resources. Exemplified by COGs reduction roadmap to reduce product cost (pre-production to HVM) through material optimization, manufacturing efficiency improvement, and supply chain negotiation.

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As the leader of ExxonMobil’s Safe Choice Global Community, I worked as an internal consultant and senior product manager, advising global business leaders on how to create safer and more productive workplaces. In this role, I:• Diagnosed roadblocks in operating models, developed innovative approaches, implemented sustainable solutions, and designed comprehensive evaluation frameworks• Partnered with leaders across five continents to implement culturally relevant solutions to safety and human performance challenges• Founded and managed an internal platform designed to facilitate cross-cultural collaboration across diverse segments of the organization As a result, in 18 months, participation in Safe Choice grew 3x (to 50k+ people globally) and post-training engagement doubled (to 70%+). Safe Choice was recognized with the US Center for Offshore Safety’s ‘2019 Safety Leadership Award.’

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Following a catastrophic 7.5 magnitude earthquake that critically damaged ExxonMobil’s Hides Gas Conditioning Plant in the remote highlands of Papua New Guinea, I was dispatched to lead recovery and rebuild efforts.Over the following 12 weeks, I:• Orchestrated and designed on-the-ground crisis-recovery plans for four on-site cross-functional teams; reinstating 50% production within eight weeks (2.5 weeks ahead of schedule), 100% production within 10 weeks• Managed a team of 19 maintenance personnel across three locations who created precedent flowcharts, project timelines, and staffing forecasts in order to anticipate and deliver on future resource demands• Streamlined decision making processes and coordinated cross-asset leadership, reducing time to completion by 25%; communicated strategic priorities and work plans across the organizationPrior to the earthquake, I led the Maintenance Planning and Scheduling Teams for both PNG LNG assets. In this role, I managed the team responsible for developing maintenance plans, led the re-organization and nationalization of key positions, and stewarded a multi-million-dollar maintenance budget.

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I transformed a low performing team with a personnel turnover rate of ~20% into a high trust, high reliability organization by integrating key elements of the local culture into work processes. Together, the team delivered 15+ production records within an eighteen-month period; more than the other three production teams combined.Leading a team of 21 people, comprised of both Papua New Guineans and expatriates, on a rotational roster taught me the importance of understanding what motivates each individual and the value of an empathy-forward leadership approach. I used these personal connections to develop and promote technicians, call on the right team members during emergency response to incidents, and safely produce and load over 5.5 million cubic meters of LNG.

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I led the 11-person process engineering group through the start-up and debottlenecking of ExxonMobil’s $19 billion PNG LNG facility, delivering the first LNG cargo on-specification, two months ahead of schedule. Subsequently, I developed and coordinated a high-rate trial that delivered sustained production 15% above original design capacity.Throughout, I mentored seven Papua New Guinean engineers (five of whom were promoted during my tenure). Together, we developed and implemented a facility-wide reliability system, optimized production through manipulation of the mixed refrigerant composition, and solved complex process anomalies while simultaneously building confidence and capability amongst the engineering team. The PNG LNG project is considered the benchmark of success for new LNG facility start-up and I have subsequently been called on to share key learnings with regional partners.

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Global Executive Mba, Business Administration And Management, General

Bachelor Of Engineering - Be, Chemical Engineering

Bachelor Of Science - Bs, Mathematics