Harley Carter Email & Phone Number

Calgary, Canada Area

* Champion enterprise risk management -- across the organization, with the leadership team and Board* Advance management of AER mandate risks key to Albertans, First Nations and Industry * Advance mitigation of enterprise risks that may impede achievement of strategic and/or operational objectives* Enable Executive and Board risk governance and oversight* Ensure emerging risks are identified, assessed, evaluated and treated (as necessary)* Engender a risk culture; mentor and train staff; continuously improve risk management execution

Calgary, Canada Area

Successfully developed fit-for-purpose governance frameworks for major capital projects and strategic initiatives – centered on stage gate workflow and approvals, risk assessments, technical and business assurance, decision support packages and decision review boards. As business/project lead and “creative architect”, assembled and led a talented cross-functional team, engaged with key stakeholders and gained the support of senior leaders.Led a cross-functional team to implement a Balanced Scorecard (and related tools and processes) – aligned with Strategy, detailing long-term Enterprise goals (Financial, Operational, Safety, Environmental, Innovation and People), targets, strategic tactics and key performance indicators. Championed and delivered a web-based platform for reporting Balanced Scorecard results.Led the business intelligence (BI) function, delivering quarterly and annual Enterprise-level benchmarking against various peers and relevant value chain players. Improved reporting was delivered: aligned to a new peer group and Balanced Scorecard metrics. Several weeks were cut from the reporting cycle, and staff acknowledged heightened job satisfaction/engagement.Advanced portfolio optimization: identifying and analyzing strategic opportunities, including acquisitions and divestitures; and evaluating extent of diversification, downstream integration and pipeline commitments. Employed “multiple criteria decision analysis”, enabling ranking of assets and opportunities qualitatively and quantitatively. This supported the capital allocation process and asset dispositions.

Calgary, Canada Area

Coordinated multi-disciplinary teams to evaluate and negotiate opportunities to grow and high-grade the oil sands asset portfolio through acquisition, divestiture and joint ventures. Developed preliminary commercial strategies aimed at accelerating asset development.

Dhahran, Saudi Arabia

Project risk management specialist supporting Saudi Aramco’s $100 billion+ five-year major capital program, identifying and driving cost avoidance opportunities on projects (ranging from the Manifa offshore heavy crude project to the Corporate data centre). Facilitated project risk planning, identification, qualification, quantification, response development, management and control – for both greenfield and brownfield projects.Led teams comprised of project, sponsor, contractor and capital planning specialists through a disciplined, on-going process – using standardized project risk management practices and software – to generate recommendations aimed at improving project outcomes. Worked closely with project teams to ensure effective implementation of recommendations. Presented findings, recommendations and status updates to project teams and leaders, as well as project management office leadership.Provided risk management training sessions to project team members and corporate participants. In addition, co-led the customization and deployment of Active Risk Manager (ARM) software solution across the organization.

Built and led a project services team supporting commissioning and startup planning for the Voyageur Upgrader and the Firebag Stage 3 steam-assisted gravity drainage project. (The upgrader was eventually cancelled.) Functions reporting to me included project controls, training and document management.Delivered project cost control and reporting, and capital and expense planning – interfacing with senior management, the project management office and finance. Developed funding justification packages (including detailed cost estimates) for the commissioning and startup of large capital projects, gaining input from engineering, operations, maintenance and EH&S experts. Ensured compliance with company policies and project management processes and procedures.

Negotiated with third parties for the engineering, procurement, construction and ongoing maintenance of facilities (tankage, interconnecting pipelines, bitumen offloading, diesel loading). Negotiated synthetic crude (as diluent) supply agreements with other oil sands producers, aimed at creating a larger market for Suncor’s product closer to the plant site in Fort McMurray, and improving the netback.

Assessed risk management best practices in order to enhance Suncor’s “Project Implementation Model”. Initiated a comprehensive project risk assessment and management program, based upon best practices, and rolled-it out across the major projects organization. Led risk reviews, facilitating the identification, assessment, management and control of project risks.

Performed integrated modelling and analysis for the business planning cycle, including the consolidated budget, long-range plan and capital allocation program. Analyzed and prioritized Suncor’s long-term strategic major projects (upstream and downstream), including the Voyageur upgrader, Firebag SAGD extraction facilities and Denver refinery acquisition. Performed Real Options Valuation of critical uncertainties facing the company (Strategic Growth, Downstream Integration, and Greenhouse Gases). This involved coordinating internal subject matter experts and external consultants, analyzing options and reporting findings/recommendations to senior leadership. Chaired the Pricing Committee, developing guidelines for company-wide planning purposes. In addition, I communicated clear finance, tax, royalty and hedging analysis to answer strategic questions.

Negotiated with third parties to deliver infrastructure needed to support the $3.4 billion Millennium expansion. The “over the fence” facilities for which I successfully executed cross-table negotiations -- with leadership, legal and subject matter expert support -- included the Enbridge Athabasca pipeline (30 inches, 550 km, ~$500MM) and the Athabasca terminal/tank farm. (Negotiations for hydrogen facilities did not result in an economic opportunity.) The toll structures developed contained innovative 3rd party volume credits to lower the cost of the take-or-pay fees to Suncor. Negotiated mutually beneficial land use/transfer agreements with Syncrude Canada Ltd. Developed sound legal agreements working collaboratively with the Directors of Legal, Tax, Accounting and Finance, as well as engaging with senior Operations and Corporate leaders. Regularly presented updates to the Oil Sands Management Committee.

Analyzed business opportunities for the metals mining/refining joint venture with the Cuban government, a fertilizer plant acquisition in Fort Saskatchewan and international business development initiatives. Evaluated joint venture business opportunities in Cuba as a member of a multi-disciplinary team, acting as the lead business analyst.Developed a financial valuation, budgeting and forecasting model for the fertilizer operation that was used to evaluate the initial transaction and served as the ongoing financial model. Implemented fertilizer sales/marketing agreements, working with marketing agents, operations, accounting and legal. Developed performance monitoring and reporting for the fertilizer division.

Masc, Management Sciences, Industrial Engineering

An MASc program that offers research opportunities in the areas of operations research, information systems, and management of technology.

Mba (Fellowship Award), International Business, Finance

Focus areas: - International business - including a term at the Indonesian Institute for Management Development (IPMI) in Jakarta; founded.

Bcom (With Distinction), Finance, Economics