End-to-end accountable for the full reach and scope of the Mobility IT Business Portfolio. Own the IT Strategic Plan for the Portfolio, co-creating and evergreening IT’s technology and data response to business vision, priorities and challenges through the business-facing natural team. Also adjoining the IT Strategic Plan and relentlessly manage a robust pipeline of technology and data opportunities that target the unlocking of new sources of business value from recognised business and customer problems. Equal emphasis placed on value realisation from Portfolio optimisation opportunities, as well as scale and replicate opportunities. Diligence in benefits realisation observed, with emphasis on value protection (avoidance of value erosion) across investments. Manage risk across the Portfolio and drive compliance to agreed Enterprise IT standards, representing this agenda equally to business stakeholders. Ensure the business-facing natural team is mobilised and orchestrated effectively to understand the business vision and deliver key outcomes, as captured in the corresponding IT Strategic Plan.

In my role, I manage the Functional Operations for all business process areas within Downstream (DS) ERP and Functions. IT operations scope consists of landscapes for ERP including SAP, SUN, and JDE as well as ~140 Functions applications. I am accountable for Global DS ERP, Pipeline ERP, Chemicals ERP, Upstream Gas to Liquid ERP, and Trading ERP. Scope includes 20 business critical applications, ~50K users, for 50+ countries. My global team consists of 18 staff including 3 regional leads and I indirectly deliver through major supplier contracts (IBM, Wipro, Accenture) of 100+ staff. In this role, I ensure that services provided by third parties are secure and reliable while exercising contractual clauses to ensure key KPIs (e.g. Critical Service Levels, Key Measures) are upheld. I act as the escalation point between DS IT, DS business, and 3rd party provided for any deterioration in service levels. In my current role, I have delivered my promise for secure and reliable operations. With my leadership, the team contributed to:• Downstream Global SAP and Qatar ERP achieving one-year Situation free and Chemicals GSAP two years! • External recognition by the vendor SAP winning the Customer Centre of Excellence of the Year Award for Support Operations. • Definition of criteria to speed up delivery of change without increased risk. Downstream ERP is now delivering up to 70% of all change via a weekly release allowing faster turnaround of project delivery and therefore business outcome. • Piloted a DevOps model for Customer Facing Applications which achieved the Q4 2017 CIO award • Successful implementation of 8 Robotics use-cases for free in 2017 enabling more value for less. • Won the Q1 2018 CIO Award for Continuous Improvement solutions that will improve US Retail wholesaler and customer experience preventing rebranding, significantly reduce the current 14K monthly incident tickets, & save $600K over 3 years through smarter contracts.

Ensure global Business Continuity of services is provided via the end to end application landscape. Operational Excellence by winning the Q2 2011 RECOGNISE Executive Vice President's Award for the Shell DS IT Advanced Customer Center of Expertise (CCoE) Certification.Accountable for Downstream ERP:Infrastructure Incident, Situation, Problem ManagementChange Management Release ManagementLandscape ManagementCapacity management Business Continuity (i.e. Disaster Recovery planning)Configuration management Version ManagementWorkload Management Work closely with external suppliers - T-Systems, SAPPerform holistic analysis of trends such as Mean Time Between Failures and AvailabilityDefine/verify the strategy to achieve the required Business Continuity Analyze past severe incidents and service degradations and correlate them to system/business process statistics and trends Reduce cost of operations (contribute)Follow-up on Early-Watch Alert and other vendor recommendations Perform regular technical deep-dives for pro-active system tuning.Ensure a working infrastructure for an E2E Root Cause Analysis (RCA)Set up a “distributed” Root Cause Analysis team “following the sun”Ensure availability of the required information for effectiveproblem analysisSet up immediate and appropriate reaction on severe incidents Reporting/Transparency in case of severe incidents

Managed a team of 88 onshore/offshore resources in the global delivery of data conversion including local deploy, retrofit, portfolio, business imperative projects, and business improvement projects.Responsible for an annual budget of 5M.Defined and owned programme approach to Data ConversionProvided the process, structure, templates and timelines for the development of the Trial conversion plans and cutover plan.Supported the country data manger in the planning and execution of data conversion.Escalation point to the country data manager for transformation or load resource constraints. Defined and owned programme approach to Confirmation Testing, Live Environment Simulation, and Cutover planning and executionProvided the process, structure, templates and timelines for the development of the cutover strategies, detailed cutover plan, and testing deliverables.Engaged the Local Deploy Manager and Local Integration manager on approach and milestones.Liaised with Change and Engage, Cross Application Portfolio, Data, Security, and directly with the class of business leadership to jointly resolve issues relating to cutoverMember of the Emergency Change Advisory Board in order that Go-Live critical changes can be made outside of standard release strategyUnderstand local integration points and ensures impacts of delays/issues are correctly communicated and mitigatedManaged local delivery against the plan

Managed the cutover preparation phase, which required delivering detailed cutover strategies highlighting key business activities and dates that were then used as the platform for developing detailed cutover plans.Managed the execution of all business and technical activities needed to ensure a successful transition from the legacy SAP system to the new global SAP working environment.Acted as coach for the cutover focal pointsLiaised with all impacted parties for any plan changes and ensured detailed plans remained fully alignedUnderstood local integration points within the cutover plan and ensured impacts of delays/issues were correctly communicated and mitigatedMaintained the plan status and issued daily status reportsEscalated potential issues and delays

Actioned responsible tasks against detailed project work plan and actively delivered plan to targetsCompleted local configuration parameter templates Collected detailed business requirements needed to complete the global design for Accounts PayableContributed to the preparation of functional specification for reports, interfaces, enhancements and formsActed as an expert reference for the new designFostered positive working relationship with stakeholders to ensure the successful delivery of US Lubricants Accounts Payable requirements to those identified in the Terms of ReferencePrepared and executed integration and confirmation test scripts/scenarios with business and cross application portfolio teamsSupported change management activities Supported data conversions

Validated detailed GSAP designs to ensure consistency with F&SS design objectives and principles and that the delivered GSAP system enabled targeted benefits realisationCoached business analysts on optimum utilization of SAP and FI MI functionalityWorked with the Process Architect to ensure tight integration between RtR SubProcess and GSAP build teams to enable quick response to GSAP requests and fast resolution of issuesReviewed and auditied test scripts and resultsCoordinated development of process design updates to DBAM level 5 as necessary to reflect final level 7 designsCoordinated integration with other processes, both within and outside F&SSWorked with Implementation and Controls Manager to ensure controls documentation met requirements and were fit for purposeDesigned and implementied process metrics and continuous improvement mechanisms

Developed the PGS cut-over plan for the pathfinder countries that consisted of all activities necessary to go live in the GSAP production system and the close down of activities in the legacy systems.Coordinated and participated in the development of the PGS master data and transactional conversion strategies for HU, UK, and MY.Delivered HU, MY, and UK system set up for production on time and according to schedule.Engaged other teams as required in planning and execution of tasks Reported cut-over activities as required using prescribed dashboardMotivated and drove PGS to the completion of defects and transports in the required cut-over timeframe.

Coordinated key data structure mapping from "as is" to "to be" across all teams and for all Pathfinder countries. This included scheduling meetings with key focal points within the GSAP process areas and also with the Pathfinder focal points, chasing up the GSAP process teams on unresolved conversion mappings, and handling issues.Designed and created a database for roles that included the role to transaction and process document mappings. This database is now being used by the training team and role organization.Created the detailed plan for controls. Attended a Sox Application Embedded Controls training course and transferred this knowledge to my co-workers, created a presentation to highlight key learning’s and applied the key learning’s to test scripts for controls during integration test cycle 1 and 2.Worked with the testing team to provide the roles and controls requirements for testing and reporting. This included guidelines for sampling sizes, testing documentation requirements, and evidence.Created all SOx and non-SOx control test scripts for FSS, LSC, and SBC and met the ITC1 and ITC2 deadline.Supported the security team by helping with role testing whilealso meeting my own deliverable deadlines.

Worked on the Finance Master Reference Data (MRD) team with team members located in the United States, Malaysia, Ireland, and London. I was able to work virtually with these team members to develop standardized processes for Cost Centers, Profit Centers, General Ledger Accounts, Company Codes, Activity Types, and other Finance MRD related processes.Developed an automated Finance Master Data solution (required due to the limitations of MDM 2.0). Development of this solution involved an understanding of the requirements, technical research, position paper, and review. Benefits identified by this design include Audit/Segregation of Duties, Data Integrity, Standardization, Process Repeatability, and Task Control.Developed a standardized solution for Labor Cost Accounting.This solution will provide all business process streams with:*Single-point time keeping system for all time keeping needs*One-time entry of labor hours*Standard cross applications screens for entering time*Full integration to provide complete financial and operational information*Distribution of applicable costs to the appropriate cost objectsWorked with global team members to develop standard processes for Treasury Management, Stakeholder Reporting, Statutory Reporting, and Profitability Analysis (CO-PA). Examples of process improvement include:* Automated stakeholder requirement requests and processing improving response time and reducing resource investment* Single source of exchange rates, which can be uploaded automatically eliminating manual intervention and maintenance.Configured the Streamline SAP prototype for Finance Organizational Entity structures and Master Reference Data.Delivered project documentation including process designs, configuration documents, and RICEF functional specs necessary for implementation of IT changes and to realize and sustain standardization.

Trained over 100 end-users at 6 US refineries the new Plant Maintenance (PM) and Financial (FI) focused Process Chemicals, Catalyst, and Compounds (PCC&C) processes for Plant Maintenance Work Order entry through to Financial Invoicing.Implementation of new Global Asset Management Excellence processes at 6 US refineries including creating and updating PM Work Orders, CO Settlements, Performing Accounts Payable daily work processes, Entering FI invoices into SAP, Entering Logistics/MM invoices into SAP, Handling blocked invoices, Setting the CO planner profile, Entering a Planned Activity Type Rate, Entering an Actual Activity Type Rate, Explaining the timekeeping process in SAP, Making corrections and adjustments to time sheets, Correcting cost allocation errors, Understanding the process for approving Work Orders, Settling individual Maintenance Work Order, Maintaining/Creating a Service Entry Sheet, Closing a Maintenance Work Order, etc.Supported and Trained PCC&C Refinery Buyers during "Go-Live”.Transitioned new processes into the SAP Support Group.

Won a Super Award” for the successful coordination of the IT Info Fair 2001 under severe time-constraints and extreme demands involving other high-priority projects.Created required Project Management Office (PMO) documentation for web projects.Developed web applications - Duties included data analysis, web development using MS Visual Interdev as the tool, Oracle as the database, and JavaScript & VBScript as the programming languages, design work, database work, testing of application and database functions, documentation (help-text files, design specifications, user instructions), and effective communication.

Support of the SAP FI/CO Modules - Accounts Payable, Accounts Receivable, General Ledger, Lockbox Processing, Cash Management, Special Purpose Ledger, Cost Center, Profit Center, Internal Orders, and Cost ElementsPerformed FI/CO configuration -Tax codes, document types, bank accounts, etc.Monitored highly critical jobs ensuring extraction of data from F110 payment programs and file transfers to the bank have completed. Member of the Batch Job Reduction Team. The goal of this team was to reduce the required hardware capacity/server for SAP batch jobs. Accomplishments include:*Total batch jobs were reduced by 40% (versus goal of 25%) *Performance was improved by 21% (versus goal of 15%) *Primetime batch jobs were reduced by 30% (versus goal of 30%) Participated in the data recovery initiative in which the Magellan SAP production system experienced a hardware failure resulting in approximately 2 full days of data loss. The initiative included developing a plan to identify any lost data and restoring the system to full operation.Identified and resolved technical problems by facilitating the resolution of problems through individual responsibility or cross-functional teams. Identified and then resolved a duplicate payment problem through research, configuration, and programming.Used Business Objects to create queries against tables in SIMON Data Warehouse to create various reports for customers.Modified and developed ABAP/4 programs for FI, MM, and SD based on minimal specifications.Captured business/customer requirements by gathering information and analyzing business processes. Modified programs for our SAP R/3 Internet Transaction Server (ITS). This includes modifying code that allows users to create SAP transactions on the web and modifying HTMLBusiness using SAP@WebStudio.