UNU (/you and you/) Golf. I wanted to find a way to enjoy the game of golf but with a career in oil and gas, a young family, a game that can only be played in daylight hours and requires optimal weather conditions, my options were limited at best. So....one night I had the idea to design a portable golf simulator I could use in an upstairs room of the house to work on my game after the kids went to bed, or whenever my schedule could accommodate, regardless of the time of day or weather conditions. When I woke the next morning, I stepped onto my back porch and quickly noticed, it could also be an option as the dimensions were similar to upstairs.... a couple hours later....the garage dimensions were similar...where else could I use this? This thing could fit 'ANYWHERE'! If I could use this, are there others like me that can't access golf because life gets in the way....could they use this too? What about people that aren't golfers, would they like to try a fun activity that they could enjoy from there home? What about businesses, could they use it to entertain customers, exhibit, what about employee wellness/appreciation programs? What about organizations, could they use it for outreach, fundraising? This thing could be for 'EVERYONE'! -----------> So I built it, for Everyone, designed to go Anywhere and now I get out of bed everyone morning excited to share it with you and you.

Helping to lead the digital transformation of the Oil and Gas Industry to utilizing an online marketplace launched and funded by one of the biggest names in the industry.

As a result of the challenges associated with the depressed market I was asked to return to a sales management role to lead the sales efforts to increase performance despite the downturn. My role will be to align the three individual sales pursuits of the current team to focus on the pursuit of all Tesco offerings. This will be accomplished by restructuring the team to best utilize the skills of the current individuals as well as create and implement a new sales incentive structure to reinforce the collaboration of the team and directly tie performance to the companies financials. In addition, I will incorporate my knowledge obtained while leading the companies business development and marketing departments to tactically target the ever shrinking opportunities in the current market place and utilize the marketing efforts to inform and add credibility to our efforts while pursuing them.

My appointment to the Director of Marketing and Business Development was to bring back together two independent departments to deliver increased value to the organization. Under direction from our CEO my focus was on taking the marketing department from a pure marketing department focused on branding, advertising and sales collateral, to a department that increases the effectiveness of these campaigns by establishing initiatives based solely on market intelligence and market understanding. The market intelligence deliverables historically resided alone in the business development department of our organization and were used to make strategic decisions on new market entry, new product development and market share management. By combing the departments Tesco is now able to make sound market based decisions and then use the resources of the marketing division to provide tools to execute the strategies created within the business development organization.

PIT Team - Performance Improvement Team. Our CEO with the Board of Directors support created a process improvement team to spearhead TESCO's increased focus on obsession with Quality. The team is conducted of 6 individuals across the globe that were hand picked to tackle TESCO's biggest areas of improvement and strategically focus on them. The team is stated to be composed of the companies future leaders and will be a necessary step for future employees deemed eligible for development to executive management roles. My current role will serve as a hybrid role, that will allow me to be on the PIT Team while still managing the companies Business Development Initiatives and balance sheet until it is deemed able to pass off to a competent successor.

While in the role of Global Business Development Manager I took over the increased focus on cultural adoption and competency related to TESCO's Business Development and Sales Process (BDS). While the BD Manager for North America I was able to create numerous tools for the BDS process that the company believed would benefit the organization globally. After successfully working with the Vice President of Sales and Marketing on an annual Business Development Workshop I created two separate internal training courses designed to increase the sales and operations competency in the global BDS process. The role also included initial steps to make the tools generated while executing the process serve as the foundation for the annual budget creating process. In addition to adoption and competency the role included providing building and coaching multiple global strategic plans including the construction or re-construction of Business Development Plans, Tender and Contract Review Process, New Country Entry Plans, and New Product Development/Commercialization Process.

After initial piloting by our Senior Vice President of Business Development I was asked to take on the Business Development Manager position for US and Canadian operations to directly focus on the strategic and development pursuits for the Business Unit. The role included taking on a market analyst to help better segment and understand TESCO's market position and take this data to build executable strategies based on market potential/share. While in this role I constructed multiple tools that would later be used company wide to take TESCO's Business Development and Sales Process from a philosophy to an actual process. The efforts yielded the increased market share in all targeted districts including a 100% increase in the very competitive Eagle Ford Shale as well as the opening of two additional districts in competitive Unconventional North American shale plays. In addition to the increases the teams efforts also built strategies to successfully downsize and eliminate other operations as a result of decreased drilling activities associated with the softening Natural Gas prices and robust Oil prices.

While in the role of Director, Sales and Marketing - NABU. I directly managed all sales and marketing efforts for US and Canadian operations. This included directly managing sales management and functionally managing field sales and city sales representatives. The managed efforts of this role covered Product Sales (Top Drive, Casing Running Tools), Product Rentals (Top Drives), After Market Sales and Service (Top Drives and Casing Running Tools) and Tubular Services. The role also involved the construction and implementation of TESCO's Business Development and Sales Process launch in NABU.

While in the role of Tubular Services Sales Manager - NABU I directly managed all sales functions in US and Canadian operations. This included directly managing between 20 - 42 people during the market downturn in 2009-10. The role was to completely restructure the way sales pursuits were conducted within North America to increase the visibility between field and city sales and align efforts on focusing on the horizontal drilling market. This yielded a record number of jobs ran and increased market share every quarter despite a significant (40%) decrease in the rig count by focusing on market segmentation exercises and selling value over offerings.