Member of the Board of ReNu Technologies, part of the RTI family of businesses. ReNu Technology's globally patented Nucleated Foam Technology and its repeatable process removes OD atmospheric foulants that cause cooling constraints and limit production to Air-Cooled Heat Exchangers and returns them back to “as-designed” air flow capacities. The combination of a patented Nucleated Foam Technology and repeatable processes ensures all atmospheric foulants are removed, while the unit remains online, yielding superior safety and financial results to other industry offerings.

Providing consultancy to a private equity company expanding into the plastics recycling and renewal into the chemical feedstocks industry

NFTI is the parent company for Matrix Scientific and Aerocore Technologies. These companies provide industry leading foam cleaning technology to Refining industry, mainly through the restoration of air cooler performance, and the aircraft industry, through the superior cleaning of jet engines.

Coaching the Refined Technology leadership in the development, implementation, and delivery of their business line strategies. Provide candid feedback on these strategies, delivery against plan, and help build leadership capability for further competitive growth.

Advisory Board member working with Refined Technologies in their expansion into the digital technology space. Working alongside the Refined Technologies team and other Board members to validate new concepts and innovations, advise on corporate strategies, and provide key business insight in digital technology.

While I was the VP, Refining at bp's Whiting Refinery, RLG helped us significantly improve our safety, cost, reliability, and TAR performance through operational excellence, front-line engagement, and leadership development. I am very pleased to be part of the RLG Executive Advisory Council to be able to share my 35 years of refining, commercial, and leadership experience. The Executive Advisory Council is made up of senior executives who serve to advise RLG International on product and service from upstream and downstream oil and gas, aerospace manufacturing and airline industries. The Council provides valuable insight and guidance in the fields of capital projects, turnarounds, operations and maintenance.For over 34 years, RLG has worked around the globe to deliver results through relationship building and powerful performance improvement tools. The Council’s role enhances RLG’s strategy by offering added perspective, refining approach to emerging issues and strengthening partnerships and opportunities.Link: www.rlginternational.com

Glencore is the majority owner in the Astron Energy company of SA. Advisor as part of their Operations Excellence Advisory Panel, reporting to the boards of Astron and Glencore, to support the safe restart of their South African refinery following an industrial incident in early 2020. Supporting both Glencore’s head of oil operations, and the CEO of Astron Energy, focused on operational excellence, safety practices, operating management systems, leadership and governance, and potential commercial opportunities. Mentoring site leadership and the site tactical improvement teams.

Providing Leadership, management, business, and operational excellence guidance to energy business' looking to transform their performance.Advisor as part of an Operations Excellence Panel, providing guidance to a large energy and mining company, regarding their recently acquired refinery. The refinery experienced an operational incident during 2020, and I am providing guidance and "what good looks like" in the areas of Leadership and Governance, Operations Excellence, Maintenance and Reliability, and HES performance delivery.Member of RLG International's Executive Advisory Council

Following the success at the Whiting Refinery, was asked to lead the global refining portfolio. Focus has been on taking each refinery to top competitive performance, measured by top quartile net cash margin, improving personal and process safety, achieving top quartile reliability performance across the portfolio, and improving TAR performance in key assets.Developed a focused set of key set of activities to deliver these outcomes, with key activity owners, clearly track-able actions, and support from the individual site refinery managers. This required considerable engagement efforts with the refinery leadership team, and also with the regional chief operating officers to ensure alignment and visual support.Following the announced new strategy for BP, Initiated and lead the strategic asset review to identify the low carbon pathway for all of our refining assets. This required considerable resource reallocation, and an acceleration of previous efforts to meet the corporate strategy timeline. Coordinated our global refining response to the Covid-19 impact, ensuring practice sharing cross our assets to ensure the ongoing safe operation of the sites. Initiated an agile approach across the portfolio, which allowed a rapid creation of a guidance that each site could build upon quickly, and share rapidly across the portfolio. Initiated improvement efforts spanning HSSE, TAR and reliability improvements, and capability development.

Site Manager for BP's largest refining asset, which was struggling with poor HSSE, reliability, and financial results, and low employee morale.Focused on engagement across the site - starting at the front-line, key leaders, and a reset leadership team – spending a considerable amount of my personal focus and energy on the team. Focus was on rebuilding trust and confidence in the business, in resetting the vision and aspiration for the business, developing and articulating a success pathway for the site, and engaging people in why this vision and aspiration was good for them and the business. The transformation of the site required a reset on multiple fronts – HSSE focus and delivery, reliability, and commercial delivery. Created an improved partnership with the union leadership to introduce a new safety permit to work system and associated work processes, and a renewed focus on key aspects of process safety, which led to the best safety performance in the site’s 130-year history. The required reliability improvement required disrupting the status quo, which involved bringing in a key change leader to drive a new way of thinking and acting around reliability performance. Leaders were engaged and given accountability and control for reliability in their areas of responsibility, and the value of the prior investment was leveraged to energize the site on this key competitive metric. New technologies, and key resources were also introduced as well as a new performance delivery structure to focus the reliability effort. As a result, the site improved reliability over 10% in a 3 year period, achieving sustainable top quartile delivery for the first time. The culmination of these efforts was an underlying financial performance improvement of over $1.2 billion. Combined with the HSSE and reliability improvements, the site was awarded BP’s “Best of the Best Award” in 2019, the highest award given by BP.

Assumed leadership for BP's US logistics business, following years of divestment and financial under delivery. The business had been downsized numerous times over the years, and while there was a strong team, there was a feeling of inevitability in terms of the future and low financial delivery.Reset the vision for the business, with engagement focused at the leadership team, and across the organization to redirect and re-energize the teams toward a transformational future.Repositioned the assets and reset the strategy for growth and competitive results.In my two years, repositioned the business to one of growth, yielding a 5 fold increase in financial delivery, while sustaining HSSE performance, and positioned the business to support a successful transition to an MLP. More importantly, built a legacy and belief in the purpose of the business, such that during two years after departure, the business continued to grow, doubling again its financial performance, with one of the highest levels of employee engagement among our North American businesses.

Transitional role, supported the Whiting refinery as the site Operations Manager during the construction and startup of a multi-billion dollar investment.Implemented multiple improvements in operational rigor and excellence, yielding improvements in process safety, availability, and operation performance.Lead a team of interim site leaders, focusing on their development and capability to enable improvements in safety and operations. Several of these leaders subsequently moved into large and permanent operational leader roles.

Lead Operations at our Texas City refinery, which was rebuilding following a tragic process safety event a few years earlier. Much of the plant had been shutdown and was being repaired/rebuilt in preparation for restart, while a portion of the plant was continuing to operate.Led a complete transformation of the operations organization, focusing on fundamental operational excellence practices from the 24/7 shift team performance, to the asset team capability and delivery. Built strong relations and trust with the front-line, which enabled many new and best practices to be introduced and implemented across the site.Rebuilt the operations leadership team and multiple levels, hiring in talent from outside the site to bring both fresh ideas and capability, but also industry best practice to the business.Represented the site at numerous community events, helping to rebuild community support and trust.Site was awarded BP's Human Energy award recognizing the vast improvements in delivery, and massive commitment by everyone involved in transforming the site delivery across multiple aspects.

Transitional role, establishing leadership team position at the site prior to taking over the Operations Manager role.

Supply trading manager for East of Rockies BP refineries, leading a team of asset trader who managed the interface between the refineries, and the market facing trading benches.Established strong commercial processes across the commercial value chains, yielding significant growth in financial delivery for the refineries and trading books.Increased trust between the assets and the trading benches, enabling further creativity and idea generation for further growth.