As a Project Manager in Continuous Improvement I am responsible for leading the development, implementation, and ongoing improvement of Superior Propane’s processes and operations through identifying and implementing changes that will deliver significant benefits to Superior Propane and their customers. I have successfully led business integration, merger and acquisition and internal process development projects.

As a key representative for the Downstream Business Unit on the Operational Excellence Management System I was an active member of several business and technical networks. I worked to breakdown silos within the Business Unit and between the Business Unit and the Enterprise in order to continuously improve risk management and the Operational Excellence Management System. Year over year, I successfully consolidated refinery, logistics, trading and sales key performance indicators, and input, to Senior Leadership for review and approval of priority actions. As the Risk Coordinator for the Downstream Business Unit I played a key role in the successful roll-out of the risk framework and Enablon Risk Management tool to the organization. I led and facilitated the alignment of business area risk registers including the development of the framework for determining control effectiveness of key controls. I was a champion for Operational and Enterprise Risk Management including conducting risk training sessions for the Downstream.I assisted the Business Development group in analyzing proposals for their economic, strategic (e.g. GHG reduction, carbon intensity, etc.) and technical viability. I have developed presentations for evaluation to the Business Development group and Senior Leadership where I have obtained a high success rate for further development of projects that were deemed viable. I have analyzed and developed business cases for several different enhanced ethanol production technologies, a national biodiesel blending infrastructure, a brownfield renewable diesel facility and multiple refinery logistics projects.

As a facility engineer for four (4) hydrocarbon storage facilities I worked with operations to identify and evaluate potential capital and expense projects. I successfully managed the project development, procurement, contracts, construction and commissioning of several projects within scope, time and budget.I also led the technical investigation and problem solving for a small processing unit, bridging the knowledge and communication gaps between management and operations. Through collaboration I was able to identify the root cause and propose solutions for operations and management to eliminate future issues.I led the creation and implementation of a Risk Management Program for the Business Area.

Through my knowledge and experience in project modeling I was brought in as a key member of a PMO for a client in the Nuclear Industry to assist in the implementation of a stage-gated project implementation model.I developed sales and presentation skills through involvement as a member of engagement teams proposing business. As an Engagement Lead, I led and won an engagement team pitch for development of a stage-gated project model in the lottery and gaming industry.

As a project engineer, I led multi-disciplinary teams for the design and construction of upstream oil and gas facilities. I was given progressively more complex projects starting at shallow gas well programs to eventually leading multi-million dollar enhanced oil recovery facilities projects.I also took on a leading role in process safety management and facilitated multiple Process Hazard Assessments using the HAZOP methodology.