• 2018-2020 Shell Convent Lead for Capital Area United Way partnership – raised $2M+ for our surrounding communities through fundraisers and collaboration with external relations and United Way• Guided and mentored over 20 FTE’s (staff and contractors) while seamlessly transitioning to a virtual team • Relationship management of the onsite CDI contract with $10M+ annual spend• Achieved 95%+ score on Shell People Survey in Team Leader Engagement space for 3 consecutive years• Managed Capital Projects portfolio of $90-110M+ (base projects) and increased 2020 Latest Estimate (LE) forecast deliverables and reporting from quarterly to monthly for improved cash preservation• Delivered $3M+ in Capital savings in 2020 through Cash Preservation efforts within the challenging COVID business environment • Improved site CEI (Cost Effectiveness Index) scores for Capital Projects from 1.14 to below 1.0 while closing gaps identified in the site IPA Benchmark• Implemented a shared master schedule (engineering and construction) for the Capital Projects Portfolio• Met industry target of 80%+ annual Capital Projects Portfolio reaching Final Investment Decision by year end for 2 consecutive years, allowing for stream-lined start of detailed engineering/construction • Standardized >50 processes and procedures for Project Services per the Local Management System (LMS). • Supported implementation and pilot testing for Electronic Permit to Work (ePTW) which allows for paperless permits as part of our digitalization journey

• Responsible for Direct Oversight of 6 FTEs: Crude Scheduler, Gasoline Scheduler, Distillate and Heavy Products Scheduler, Plan Implementer, Blend Optimization Engineer, and Railcar Scheduler• Interim E&S Manager for the larger E&S group (12 FTEs), managing all site and corporate interactions • Drove Scheduling Team tool (Orion/MBO/OMM-TIS) improvements to optimize blending and scheduling while realizing $5M+/year in recognized margin opportunities with other sites and Shell Trading and achieving dock utilization of 85% for a site running 240,000 barrels/day of crude• Led event and outage response for the site, including appropriate site and above-site Communications and detailed Hydrocarbon planning for events and resulting crude/product/intermediate schedule impacts, including: block turnarounds, tank outages, crude and product (Colonial/Bengal) pipeline reliability issues, hurricanes, river flooding and closures, freeze events, dock maintenance, and unit upsets• Led the initiative to reduce Convent site dependency on Arab Medium crude, worth $25M+/year• Incident Command System (ICS) trained - Served as Production Recovery Section Chief for the site Emergency Operations Center (EOC) for 5 years• Led integration of a major project (Project Amite) into the running refinery• Other roles included: GSAP transition focal point for Hydrocarbon systems, HOil Recovery Organization member for unit fire and rebuild (2016), Shell Transition Team member for Shell/Motiva separation (2017), Health and Safety Results Delivery Team member, and active Extended Leadership Team member

• Maintained the Linear Programming (LP) Model for Convent, using Aspen PIMS and Shell Planstar. The LP model is used to determine how to optimally run the refinery while maximizing profit. • Accountable for updating the model with changing unit yields, crude assay updates, etc. Ensuring the model is accurate allows the site to make the best economic decisions within the site constraints. • Site Lead for 5-Year Business Plan model runs and analysis of outputs/price sets (annual activity) • Implemented Basic Data yield tracking activity comparing model predictions to actual yields

• Implemented a new PIMS Linear Programming (LP) model as part of a company-wide standardization project • Prepared Monthly Operating 120-Day plans using the site LP model• Led the Crude Optimization BIP (Business Improvement Plan) initiative, realizing $10M+ in one year• Chartered and Led the Opportunity Crude Strategy Team and Convent Outage Team, which included 15 cross-functional members and collaboration with other Shell sites • Partnered with Air Products and Motiva Norco to implement a joint Hydrogen contract for Convent/Norco • Partnered with Operations to alleviate unit constraints using economics and prioritize maintenance

Supported Hydrogen Generation Unit (Partial Oxidation POX gasification unit), the Pressure Swing Absorber (PSA), the Diesel and Gasoil hydrotreaters, and the Low Sulfur Gasoline Unit at Convent Refinery. • Hydrogen system owner for the onsite Air Products Steam Methane Reformer (SMR) and Ultra Low Sulfur Diesel (ULSD) projects, identifying impacts/mitigations to site hydrogen balance and existing contract• Planned and Executed a Test Run for the Low Sulfur Gasoline unit (HDS-1) to gather data on the effects of running HDS-1 without GOHT (Gasoil Hydrotreater) – Documented and Communicated results to site leadership and licensor, with specific focus on the effects on octane loss and product specs (sulfur)• Worked with Solomon lead to improve Hydrogen Generation Unit (HGU) EII (Energy Intensity Index) • Achieved $1M+ in savings by optimizing hydrogen recovery on the Pressure Swing Absorber (PSA)• Drove approval/funding for the PSA Controls Upgrade project, which improved reliability of the PSA by 90% • Supported an HGU refractory Solution Development Activity, a.k.a Root Cause Analysis (RCA) to determine cause of early failure of the gasifier bricks (3-month, part-time, team activity)• Member of the 2001 Turnaround Planning Team in support of Sulfur Block Turnaround and Led the 2001 Turnaround activity as the primary process engineer on nights, including responsibility for equipment inspections and catalyst loading on night shift

• Partnered with a cross-functional team to integrate HDS-1 into the refinery (Lab, Planning, Blending, Operations, Learning and Development, etc) prior to initial startup • Partnered with Inside Battery Limits (ISBL) and Outside Battery Limits (OSBL) engineering firms during the unit Process Hazard Analysis (PHA), 3D model reviews, and other critical design activities• Created all necessary procedures and training manuals, trained the Operations team, and supported a successful startup operation as the Lead Process Engineer