- Supervise, direct and coordinate activities of staff engaged in CREG manufacturing operations across ten biodiesel plant sites in the US and Germany. -Accountable for OE, Production, OPEX, culture and people management for ~ 50% of CREG's production (~350MMGPY), ~370 employees in the organization.-Manage process engineering support, reliability engineering support, operations, maintenance and lab activities for each production site including local execution of small capital projects and accountability for overall HSE and process safety at their sites. -Create integrated priorities for the fleet to support optimization, share best practices and balance resources across the fleet of the ten biodiesel facilities.- Active member of the Business Unit Leadership Team, Operations Excellence Leadership Team, Commercial Steering Committee, and Enterprise Personnel Development Committee

-$245MM capex/opex responsibility to develop the water operations program in the Permian Basin, including water management strategies, produce water treatment and reuse, initial well POP, sand management operations, 3rd party water disposal outlets.-Lead negotiator for $1B area dedication contract for Delaware Basin Water Disposal and Supply. The contract will provide $80MM NPV OPEX savings, mitigated MCBU's highest right to operate risk, and enable aspirational target of 80%.-Led first ever Operations MCBU PMO that has navigated MCBU thru BUs highest Right to Operate risk of Water Management/Induced Seismicity. Some examples on how the PMO has delivered includes:1. Endorsement of 9mile ($25MM) pipeline from Delaware Ranch to HHTX2. Improved water recycle rate from 30% to 62% YTD while reducing freshwater wsage to less than 1%3. Signing of CVX, ConocoPhillips, and Aris JV for beneficial reuse pilot. First ever beneficial reuse pilot including the integration of other BUs for end uses such as biodiesel crop growth, habitat restoration, mineral recovery, Green Hydrogen, etc.4. Developed a 12+ COOP SWD Program from AD to Operationalization5. Development of distant disposal to support long term business sustainability.6. First Operator Led Response to Railroad Road Commission on operation plans to address seismic activity in Culberson County.7. $75MM Water Takeaway contract to support DB Development8. Leveraged Value Chain Optimization and Commercial best practices to develop first ever Mid-Term Action Plan to Support Water Strategy-Restructured Water Operations Org Chart that enables a career ladder structure for our O&M team members that increase our lowest employe survey score of "Development Opportunities" category from 57 to 70. -Core member for Factory Steering Committed, Base Business Steering Committee, and Facilities Engineering Leadership Team

-Facility Engineering (FE) Functional Head of LABU (Latin America Business Unit), including Capital Stewardship and Operational Excellence -Responsible for the Organizational Capability of the LABU FE function, including serving as the personnel development committee representative for the LABU FE personnel (~130). Member of the FE PDC promotion sub-committee. -Member of the Enterprise FELT and member of Assurance sub-committee-Responsible for LABU FE technology needs prioritization: Focus area manager for Facility, Operation and Reliability (FOR) and Deepwater. -Responsible and sponsor for core FE processes: MOC, FD&C and Asset Retirement processes. -Asset Performance and Process Safety Functional Head of LABU-Sponsor LABU Houston Business Continuity Plan

- Technical Manager of 240,000 BPD Upgrader/Complex Processing Facility. Managed 140 employees in the Technical Services Department of the PDVSA Petropiar Upgrader. - Supervised the reliability and asset integrity team, a laboratory services team, a process engineering team, a small projects team, a process control team, a plant engineering team, and an oil movement planning team. - Responsible for daily identification and prioritization of resource requirements to identify and close gaps across all technical disciplines to maintain safe and reliable operations. - Developed the first NOJV training program to mitigate the large OC gaps and continuously improve the OC. - Generated a comprehensive plan that improved stakeholder management and generated project scopes that resulted in a $35MM business driven portfolio of small projects. - Responsible for design assurance of all technical disciplines. - Initiated programs that included reliability dashboards, integrated process optimization simulations & capacity reports, and development of block flow diagrams to facilitate discussions across departments.- Department Manager responsible for the design and construction of facility projects portfolio of ~$300MM that added, expanded, and improved the reliability and efficiency of the Petro Piar Upgrader

• Department manager for a cross discipline facilities engineering team that included discipline engineering, project engineering, construction management, subsea engineering, and marine engineering disciplines. Responsible for Deepwater Assets that produced 24,000 BPD and 42,000 MMSCFD and included the management of $32MM OPEX per year and 12MM CAPEX per year • Developed and implemented a workflow improvement program that reduced execution time by 70%, allowing us to increase number of projects executed by over 250%. This program increased the project portfolio’s Profitability Index from 1.3 to 11.3. This program allowed us to execute projects that resulted in yearly OPEX reductions of $3.25MM and helped increase production efficiency (p.e.) to 99%. This workflow improvement program was presented to CEO and Upstream EVP• Executed 16 day turnaround to 14 days, which increased production by 28,000 bbl. and p.e. by 0.5%. • Implemented a JV reliability improvement program that improved production efficiency to 92% versus 68%.

• Led a cross discipline construction management team for brownfield MCP that involved installation of new equipment, turnaround tie-in points, subsea installation, and brownfield tie-ins. • Managed a construction team of 193 persons. Responsible for all aspects of construction; developing execution procedures, quality assurance & HES programs, productivity tracking, continuous improvement programs, etc. • Accountable for report-outs, highlighting status, risks, mitigations and opportunities that were utilized across all levels of management.• Eliminated 28 days behind schedule gap by developing an aggressive Catch-Up Plan.

• Led a project team that managed a $50MM portfolio to maintain and enhance base production field facilities. • Improved capital spending by +100%. Accomplished by increasing efficiencies allowing for more capital and reliability improvements completed with the same resources. Attained by creating a One Team environment by developing a profit center wide prioritization process and initiating a Capital Allocation Committee.• Grew capabilities by mentoring nationals and developing a 50-page Small Capital Project Manual that summarized the 350+ Project Manual.

• Primary engineering point of contact for coordinating with the Indonesia Deepwater Development (IDD) Project and Bangka Project (~$6B). • Coordinated the delivery of key engineering project deliverables.

• Supervised a team that generated over 10K PSI technical documents that were destroyed after the invasion. • Implemented the OE RiskMan Program and facilitated over 4000 hours of HAZOP. • MOC Advisor that managed the execution and continuous improvement for MOC programs.• Developed an Integrated Facilities Management Plan (IFMP) that identified current and future production constraints. This IFMP was presented to the Executive Committee and the Kingdom of Saudi Arabia Ministry.

• Responsible for the management of the construction contractor (~150 people) erecting a 50 MMSCFD gas processing facility and multiple well pads in the unconventional gas field of Piceance. • Managed day to day construction activities; generated construction work packages, technical queries, scope of work changes, construction schedules and cost estimates.• Assisted with Phase 2 & 3 of the Gas Processing Major Capital Project. Completed studies that led to a $150MM in CAPEX savings. • Managed a $7MM project that installed 12 miles to produce an additional $2.5 MM per year of gas.

• Advised in the development of the design basis of a $140MM project. • Developed economic analysis of tower replacement and completed technical analysis for piping replacement. • Assisted with day to day facilities engineering maintenance. • Led Turnaround activities.