Helping establish a new business unit for Aegis Sortation to provide services such as after sales support, troubleshooting (24/7, onsite, remote), eCommerce, spare parts, warranty work, preventative maintenance, system health inspections / audits, training, digital systems upkeep, and digital monitoring.

• Leadership Team member for Phillips 66 Energy, Research & Innovation business unit. Responsible for the site shared services, operations, facilities, digitalization, advanced modeling, and business processes.• Phillips 66 Bartlesville Leadership Team Board Member. Responsible for the Phillips 66 brand in Bartlesville through community outreach and involvement, and the overall steering of the total P66 Bartlesville employee base and facilities.• Completed a full reorganization of our business unit to move to a matrix organizational model with the intent of increasing collaboration, empowerment, and innovation to increase output with a smaller team.• Driving discipline into a services organization to deliver by creating high-level milestones, measures and KPIs, resource management plans, and a focus on the end user. Early efforts have already increased collaboration between our scientists and pilot unit operators, improvements in throughput for our laboratory analytical sciences, and acceleration of deployment of advanced models.• Built a digital organization from scratch defining all job roles for advanced modeling to IT digital platforms, and introduced the organization to the Microsoft Power Platform to drive digitalization of manual business processes. The team had multiple successful deployments within the first six months of existence.

After resetting the digital program, my role expanded to include leading three departments including our analytical laboratory services, the newly built digital program, and our digital and physical library services.• Reduced the costs of our library services by 15% without reducing services.• Attained approval to execute our first proprietary digital program.• Reorganized our analytical laboratory to enable an overall 20% reduction in staffing while expanding our analytical techniques and bringing new instruments online.• Began the cultural transformation to ensure quality was defined by the decision maker (why the test is needed) as well as the statistical quality of the test method (how the test was run).

• I was hired to reset digital program that had failed under four previous leaders. Through my advocacy, I was able to reset a team from focusing on shadow IT efforts and lab automation towards building a digital platform to accelerate the data lifecycle.• The program received ELT sign-off of the charter and included a cross-functional steering committee of members selected from the Phillips 66 leaders group.• Reset the definition of business value of digital and modeling efforts to focus on the key decision makers to utilize the data insights. This reset the teams from building models, then selling their benefits to getting the decision makers involved early and driving modeling through prioritized business use cases.

Leader of a Product Team to drive end-to-end responsibilities for the software products in Manufacturing, HSE, and Sustainability domains. My team uses the scrum/agile framework to go from strategic planning to delivery.• Led a global product team + centers of excellence model using Azure DevOps to govern the demand funnel and delivery.• Drove a value-focused transformation from projects to products management, including tearing down historic silos, building a collaborative culture, and upskilling the team.• Delivered multiple major software platforms using both SAAS and on-premise solutions.• Managed a software portfolio of over 300 applications.

• Orchestrated a new organizational design for manufacturing sites to move IT from a centralized function to a "hub and spoke" model to better support manufacturing sites.• Leading a cross-functional team to redesign IT/OT architecture and support model for the Manufacturing and R&D laboratories. Goals include mitigation of risk for aging equipment, reducing support effort, and increasing service responsiveness.• Driving a proof of concept using OSI PI Asset Framework for an enterprise data layer (data streaming and data collection) for Manufacturing to connect from Operational Technology systems to SAP HANA platform. This will become the foundational element for optimization processes for our Olefins businesses and other reporting of KPIs for Manufacturing and HSE/OE.• Leading a multi-year program to modernize the LYB Laboratory Information Management Systems (LIMS) and Chromatography Data Systems. Goals of this program are to modernize the client-server infrastructure, increase the ease of data collection and reporting, and increase standardization of systems, processes, and support.

(Note: Position held simultaneously with PMO role)• Led a redesign of the Plan to Produce process for NA Polymers. Utilized the Supply-chain operations reference-model (SCOR) as a best practice as the foundation for blueprinting the detailed scheduling and planning cycles. The program has driven organizational redesign, new business process adoption, KPIs, and technology enablers using ECC, SAP-SCM/APO (DP, PP/DS, gATP) and SAP-IBP to replace Picaso. Currently in stabilization.• Led a global program for all LYB sales teams. This program drove the unification of reporting and KPIs for sales, then expanded to drive the implementation of a new Customer Relationship Management (CRM) platform using SalesForce.com to include 600 people in sales, marketing, credit, customer fulfillment, and technical services.• Led the analysis for our product pricing execution systems. This included major cleanup of business rules in SAP SD, the harmonization of business processes across all businesses, and the decision to lifecycle Vendavo in place of Vistex. Currently the program has completed all blueprinting and solution reviews and is ready to move to execution.• Reset the demand management process to ensure timely execution of enhancements for SAP in the supply chain space.

• Led a realignment of project processes to ensure continuity between PMI PMBOK and SDLC processes. This effort reduced documentation by 75% and process steps by 50% while maintaining all SOx and COBIT controls.• Implemented portfolio governance executive oversight including governance processes, policies, templates, and review meetings. Effective business case prioritization of the portfolio changed the mix from small “IT” projects with no definable return to multi-year, “business-driven” strategic programs. Investment levels increased by 40% with a 50% ROI.• Led global training programs to improve the capabilities of project managers, business relationship managers, IT leaders, and technical resources. Training programs included project management, relationship management with a focus on crucial conversations, MS Project Server training, risk analysis and mitigation strategies, portfolio road mapping, and complexity analysis and mitigation approaches.• Introduced prioritization and project complexity analysis. The model combined business value with capability to deliver and sustain the technology. Proactive risk mitigation has significantly increased our capability to deliver complex projects. • Transformed project and portfolio forecast from 35% variability to 10% variability for monthly forecasting. This enabled the IT organization to better plan activities for total year spend and initiate projects earlier in the budget cycle.• Introduced Agile/SCRUM methodology to LyondellBasell. Waterfall is still the primary focus for most of our SAP implementations and a hybrid of Agile/SCRUM has found to be effective with initiatives in cloud-based applications and reporting systems. First major effort to utilize this methodology was our SalesForce.com implementation.

• Developed a Business Improvement Methodology to move the company from a “tool first” approach to IT projects to a focus on business processes before technology enablers. This methodology leverage tools from Six Sigma/LEAN.• Led the implementation of a Project and Portfolio management toolset using MS Project Server with the key focus areas of Resource Management and Demand Management.• Drove alignment of the to-be application architecture. Using The Open Group Architecture Framework (TOGAF) we were able to define future-state roadmaps for all major applications.• Collaborated on clarifying responsibilities between the Information Technology and Operational Technology networks and organizations. This effort opened the door for IT to provide services to the OT organization such as server and network monitoring, software patching, and server/desktop purchasing.

• Led the process harmonization for product quality processes for a global SAP integration project combining three legacy SAP systems. This included process harmonization within the SAP QM, PP/PI, and SD modules impacting inspection lot creation, to batch search strategy, to Certificate of Analysis and Bill of Lading creation and output.• Led a team to replace a LIMS system at seven manufacturing sites improving the work processes of 350 users. This project lowered costs by roughly $500k/yr, increased standardization of work processes for LYB in North America, and implemented best practices from a small group of sites to become available to the enterprise. • Realigned the scope of an external web form to a self-service database with web front end for customers to access product documentation. The redesign eliminated a manual effort and receives around 10,000 requests per year.

• Led the commercial efforts for 580 million pounds/year in sales and $230 million revenue. This included all profit and loss activities from sales, budgeting, logistics, manufacturing, price setting, contingency plans, and market intelligence.• Reset CPChem’s approach for the Dicyclopentadiene market to sell to one dedicated customer instead of 12 dispersed customers. This change improved the ability of CPChem to meet contractual agreements and created a $10 million/yr uplift.• Negotiated a $160 million sales contract that yielded $3 million/year revenue over the existing sales for Pygas.

• Managed the ethylene supply chain for 8 billion pounds of annual sales. • Key representative interacting with competitors to gain competitive information and balance the industry supply/demand of ethylene moving by pipeline through exchanges and purchases of ethylene.• Managed a multi-site production outage that was recognized as saving the company $65 million in one month.• Improved the accuracy of metering to less than 0.3% error for entire ethylene grid (sites + pipeline).• Justified and led a capital program to increase the capacity and flexibility of the Ethylene pipeline grid. This series of projects enabled CPChem to access additional customers with less reliance on our competitors.• Built a global olefins market model to drive a strategic change in sales contract terms. This model was used to reshape the contracting strategy of Olefins and was recognized as one of the key factors that kept CPChem cash flow positive through the 2008 downturn.

• Supported managers of three global product lines through tracking, analysis and interpretation of business and financial data to drive short and long-term decisions for Marketing, Sales, Technology, Manufacturing and Supply Chain.• Conducted post-project implementation audits on large capital projects ($200 million - $2 billion).• Developed a 10-year strategic vision for a product line focused on moving a business from 3rd to 1st in merchant marketing size. The business overtook one competitor within a year.• Supported the turnaround of a business from breakeven to the highest ROCE by driving the proper categorization of the customer portfolio layered against manufacturing capabilities.

Provided engineering support for research projects and supervised pilot plant employees. The projects focused on the scale-up of laboratory processes into viable commercial manufacturing units. One key contribution included management of a research project from discovery through commercial development. This project involved teams on three continents with a $1 million annual budget. Four patents resulted from this work.

Provided engineering support for 6 unit operations including project development and execution, process improvement, and day-to-day troubleshooting. Established a continuous improvement team to optimize operations. The team's creativity reduced expenses by $400,000/year without capital expenditure.