Accountable for Corporate Services including: Commercial, Finance, Tax, Insurance, Land/Tenement Management, HR, IT, Purchasing, Business Development, Corporate Governance and Strategic Planning

Country head of Commercial, SCM, Project Controls, Finance, and IT. Reporting to the Australian based CFO, managed all Commercial and Financial functions in Canada. Developed and implemented all Governance policy and procedures, Established contracting standards and boiler plate contract templates, implemented SAP Hanna S4, Developed and implemented IT and Benefits strategies.

Helping companies create bottom line value by achieving 'Next Level' performance from their supply chains. - Supply Chain Management - SCM technology solutions - Service Delivery Models - Sourcing strategy - Market strategy development - Network/Channel Optimization- Cost reduction strategies - Category management - Procurement and Contracting - Inventory Management and Logistics

Accountable for enterprise wide Category Management, Strategic Sourcing, Market Intelligence, Operational Excellence - Contractor Management. Covering $12B - $14B in materials and services spend annually. Oversight for supply strategy development, contracting, supplier relationship management, market intelligence, demand planning, and Aboriginal business development. • Built an industry leading category management team of 165 reports, covering all categories of spend and other functional accountabilities.• Developed category management, contract management, supplier relationship management standards, processes, and practices. • Built an enterprise wide contractor management governance system.• Established a category governance model encompassing all business units, enabling an enterprise wide approach to procurement and contracting.• Delivered greater than $700M per year in verified cost reductions for 5 years running.• Developed ‘Low Oil Price Market Approach’ reducing operating and capital expenditure more than $400M in 3 months. • Increased Aboriginal supplier revenue to greater than $300M per year.• Expanded international contracting to Asia, Europe, and Africa.• Architected and negotiated multiple contracts with values exceeding $1B.

Accountable for enterprise wide contracting and supplier relationship management. Responsibilities included operations and capital projects contracting totaling $8 - $10B annually.• Established company contracting standards and negotiating parameters.• Developed capital and operating commercial agreements covering 70-80% of companies spend.• Led contract renegotiations resulting from Suncor – Petro Canada merger and 2008/09 economic downturn.• Developed contracting benchmarking tools.• Introduced previously not used contracting compensation models driving improved supplier outcome alignment.• Led rewriting of supply chain processes.• Delivered $300-$400M in contracted rate reductions.

Accountable for delivery of supply chain management services, including all operating business units and capital projects. Oversight for purchasing, strategic sourcing, category management, materials management, and logistics.• Negotiated $1B per year preferential pipe mill agreement, securing supply and ensuring first right of refusal on all mill production.• Architected a 5 contractor $3.5B pipeline construction contracting strategy.• Built a team of 35 supply chain specialists, including development of a market intelligence, demand planning team.• Introduced category management principles and process.

Senior Manager – Albian Sands, Supply Chain Management 2003 – 2006• Led a team of 65 reports, accountable for delivery of supply chain services to the mine, including purchasing, contracting, and materials management. Reported directly to Albian’s Chief Operating Officer and functionally into Shell’s corporate supply chain organization, managed the matrix organization interfaces and accountabilities. Manager – Sable Offshore Energy, Supply Chain Management 2002 – 2003• Seconded to the Sable offshore energy (30% Shell ownership) to improve supply chain performance for gas plant and offshore operation. Senior Auditor – Internal Audit 2000 – 2003• Responsible for conducting internal business controls audits across all operating businesses. Led creation of a contractor compliance audit team in support of the Athabasca Oil Sands Project.ERP Administrator – Purchasing, Payables, Inventory Management 1997 - 2000 • Managed purchasing, accounts payable, and inventory management J.D. Edwards ERP modules. Responsible for system performance and enhancements.Project Manager – ERP Implementation 1995 – 1997• Project team member, responsible for translating business requirements into configuration of the ERP system. Project team accountable for purchasing, accounts payable, and maintenance modules.Supply Chain Leader – Northern Alberta 1989 -1995• Senior buyer supporting the Peace River InSitu facility and all Shell operations north of Edmonton.