SUMMARY:As the CEO of Invacor, I lead our strategic direction and operational excellence, driving growth as a premier provider of pipeline services in North America. My focus includes strategic M&A, team leadership, and customer-centric initiatives, resulting in high-performing teams, strong partnerships, and significant revenue growth.SCOPE OF ROLE:Lead Invacor's growth strategy and operations.Evaluate and integrate strategic M&A opportunities.Build and lead the leadership team.Design and implement an integrated pipeline services model centered around In Line Inspection (ILI).Establish and grow the ILI sales and operations team for North America.Manage executive relationships with ILI Technology Joint Venture partners.Foster a service-oriented culture.Oversee P&Ls and cash management.KEY ACHIEVEMENTSMarketing Strategy & Business Development: Developed marketing strategy and built the Business Development team, securing over 100 Master Service Agreements.Organizational Restructuring: Reorganized legal and organizational structures, enhancing project execution and cross-utilization of field technicians.Customer-Centric Culture: Championed a customer-centric culture, inspiring exceptional service delivery.Team Building: Established ILI Field and Data Analysis operations teams from scratch.Systems Implementation: Installed scalable back-office systems using Salesforce and Netsuite.Pandemic Navigation: Successfully navigated COVID-19 challenges, ensuring business continuity.Revenue Growth: Achieved 30% year-over-year revenue growth in 2022, with significant growth forecasts.Safety Program: Implemented a behavior-based safety program, achieving zero TRIR since 2019.CAREER GOALS:My goal is to continue driving Invacor’s growth and innovation, leveraging strategic partnerships and operational excellence to deliver exceptional value and establish Invacor as the premier pipeline services provider in North America.

Seasoned Executive leading sales and services for the TDW’s customers in the Western Hemisphere with operations in the US, Canada, Mexico, and South America. Responsible for ensuring TDW delivers excellent customer service, adapting TDW’s strategy to customer needs, and managing the P&L performance of the Western Hemisphere Region. Executive champion for driving TDW’s safety culture. Leading TDW’s digital transformation.For nearly a century, TDW has helped pipeline customers around the world safely transport product to their communities through innovation and specialty services.TDW offers a variety of product, specialty services, and technology Solutions to ensure that our customer’s product flows and stays in the pipe: Hot Tap & Plugging, Pipeline Pigging, Pipeline Cleaning, In-line Inspection, NDE , and non-Intrusive Inline Isolation.

P&L responsibility for all product and service lines.

Managing the Lufkin Beam Pumping product line through the most significant market downturn in decades. The Lufkin Beam Pumping Units, the world's most recognized brand, are sold and serviced worldwide with factories in Lufkin, Texas; Ploesti, Romania; and Comodoro, Argentina. Focused on driving the transformation of all aspects of the product line by leveraging the breadth of GE’s technology and supply chain expertise.

Handpicked to lead all product and marketing aspects of a massive integration project – GE’s $1.4 billion acquisition of Lufkin, the Artificial Lift icon in the Oil & Gas industry – a union that will transform the economics for oil & gas producers world wide, for example: using “big data” and “industrial internet” to automate oilfield operations for up to 800,000 production sites. PRODUCT MARKETING INTEGRATION LEADERCurrently leading strategy and roadmap development – combining GE’s advanced technologies with Lufkin’s mechanical expertise in oilfield equipment – to digitize and automate oilfield processes that have changed little since the earliest days of oil and gas exploration.Integration Activities: Currently working with the executive team to take the best of Lufkin and GE to form a services based operating model. Laying out top-level plans and strategies for the product line function of the new organization:• Commercial intensity in operations, pricing, market analyses, branding, and marketing of the Lufkin product lines.• Multi-generation product plans for Lufkin's products: Rod Lift Systems, Progressing Cavity Pump systems, Gas Lift and Plunger Lift systems.• “Well life optimization”: leading a cutting edge software tool development program that will assist customers in their artificial lift selection by enabling production optimization over the life of the well - especially in unconventionals.

Reassigned to GE Energy, based on early career in synfuels and successful commercialization of advanced technology for GE Aviation. Championed the program during a very difficult period, and eventually paved the way for a $500 million deal. PROMOTED TO DIRECTOR, COAL GASIFICATION TECHNOLOGY AND IGCC, 2011–2013PRODUCT LINE LEADER, INTEGRATED GASIFICATION COMBINED CYCLE (IGCC), 2009–2011 SCOPE: Led product line and solutions team for GE’s $100 million coal-gasification (CG) business – a portfolio of clean technologies that convert cheap, abundant coal into synthetic fuels and petrochemicals. PRODUCT REPOSITIONING: After collapse of the USA’s “clean coal” market, deemphasized IGCC and reevaluated the core CG technology, which was still viable. Shifted CG business from the US power industry to global market for gasification solutions – including IGCC, energy, and petrochem. • New Sales Leads: Organized a “commercial solutions” team – Houston, Moscow, Bangalore, and Shanghai – that inserted GE into early-planning stages of the biggest projects worldwide.• New Markets: Pioneered GE's integrated, biomass-to-power, clean energy product line. Pulled the team together and solved numerous technical challenges. SUCCESSES: Persevered despite the US market collapse for IGCC. Fended off continual attempts to raid IGCC budget and send the funds to other projects with apparently better chances of success.• Major Deal: Pioneered a breakthrough technology-sharing agreement – the first of its kind at GE Power & Water – that packaged risk so GE could do business in China. New agreement paved the way for a major deal in China, and CG business is now on track to pop from $100 million to $500 million.

Initially recruited by GE Aviation for sales support of engine-maintenance contracts. After 18 months, promoted to a new role – commercialization of R&D projects – that led to the development of breakthrough manufacturing technology for new, low cost titanium alloys. PROMOTED TO DIRECTOR OF ADVANCED TECHNOLOGY COMMERCIALIZATION, 2007–2009 Orchestrated a plan to produce titanium metal– a critical raw material for GEA – using an experimental, “non-melt” process that had been investigated by research organizations such as DARPA (USA) and CSIRO (Australia). Built a business case, defined requirements of customers, and secured funding. TECHNOLOGY BREAKTHROUGH: Led complex deals that secured non-melt technology for licensing by GE. Immediate applications included titanium for heat shields to protect electronics in jet engines. In addition to creating a new, stable, and lower-cost source of titanium, the new process opened the door for future, exclusive, high-profit products based on new Ti alloys & new manufacturing methods. • First-Ever EU Funding for GEA: Won partial funding from German gov’t for an experimental near-net shape metal-fab process – called “cold spray”– with unlimited opportunities for commercial applications.• Earned GE’s External Focus Award for negotiating GEA’s first-ever European-funded R&D deal. NEW RESEARCH INSTITUTE: Opened discussions with the University of Cincinnati and State of Ohio that led to a $161 million R&D refurbishment for GEA’s testing facilities.SALES SUPPORT DIRECTOR, GE AVIATION, 2006–2007 Won prestigious VPP Award for closing one of the biggest sales in GEA history – +$1B for US Airways. Quickly became expert at selling new aircraft engines as well as engine-servicing contracts (one of the few who could handle both roles). Structured extremely complex deals that factored in long-term risk and ROI.

Initially hired by Millennium Chemicals – recruited by a former boss for Quantum – into new role similar to reliability-engineering job at Quantum. Made immediate impact for Millennium by fixing widespread corrosion problems in chlorinators and heat exchangers. Promoted to a major business development role and devised a plan to produce raw titanium using a disruptive, low-cost, “non-melt” process. Sales Manager, LYONDELL BASELL (2005–2006) Business Manager, MILLENNIUM CHEMICALS, Titanium Metals (2001–2005) Global Reliability Engineer, MILLENNIUM CHEMICALS (1998–2001) TOP HIGHLIGHT: LOW COST TITANIUM PRODUCTION & CREATION OF NEW TITANIUM ALLOYS SCOPE: Led 12-person team that developed a $1 billion venture opportunity – production, marketing, and sale of titanium products using breakthrough production technology. ACTIONS AND RESULT: Led a comprehensive analysis of worldwide titanium industry. Discovered research labs were already working on non-melt (chemical) methods for producing Ti. • Negotiated technology-licensing and partnership agreements with DARPA (US DoD), CSIRO (Australian government), and Stanford Research Institute (SRI).• Planned the launch of a pilot plant near Baltimore – a DARPA-funded, proof-of-concept facility.• Negotiated agreement with GE Aviation, which would be the top customer.

Business Development Manager – technical sales – for a top manufacturer of Zirconium, Titanium, and special alloys: Recruited from Quantum based on successful collaboration during the pressure-vessel project. Left WC prior to ownership change and reorganization. Top Highlight, Monsanto Project: Monsanto’s weed-killer (“Roundup”) was causing extreme corrosion and breakdowns. Researched the problem and proposed a solution similar to Quantum’s Zirconium tower. Wrote business case – all financial and engineering calcs – and won huge contract for Wah Chang.

Started as Reliability Engineer and Inspection Group Leader. Acquired expertise in metallurgy and fabrication methods using Zirconium. Top highlight, devised and implemented a plan to build the world’s largest pressure vessel made of Zirconium: • Problem: Plant produced acetic acid, which was extremely corrosive and caused frequent failures to a pressure vessel – a breakdown every 18 months.• Action: Researched the problem and proposed a 100% Zirconium pressure vessel (column). Wrote the business case – including all financial and engineering calcs – and led implementation.• Results: Stopped plant breakdowns. Achieved ROI and payback. Improved safety (OSHA approval).