• Led customer acquisition strategies resulting in a 37% increase in client base within the first year.• Managed financial operations and fundraising efforts.• Developed and implemented corporate governance policies to ensure compliance and efficiency.

After 25 years of suffering through organizational silos, lack of transparency and rigid software that did not mimic business dynamicity, Equipt was founded to modernize B2B transactions and make it as easy as our B2C experience.We are gaining traction, and in a short period of time have enabled our customers the joyful experience of managing complex industrial workflows and interactions with simplicity and speed. Our CRM+ and Rental Asset Management services are live and we are soon to launch our e-Commerce offering.

Expert Advisory Team

ETTMA develops solutions for industries undergoing transformational changes brought on by the 4th industrial revolution with initial focus on the power & renewables industry intelligence and genetics.

Developed and owned strategic growth direction for the Surface Americas Business Unit including:➤ 5 year revenue growth plan and Business Unit strategy.➤ Ideation through commercialization of new products and services.➤ R&D project sanctioning using value chain analysis, market intelligence, customer pain-point analysis.➤ Developed, maintained, and published vitality metrics that looked at product life cycle, innovation and effectiveness of new product development sanctioning.➤ Was a technology scout for TechnipFMC’s Venture Group: evaluating/recommending start-up funding.➤ Executed strategic communications.KEY ACCOMPLISHMENTS➤ Implementation of 5 year strategic plan resulted in cross-functional groups using outputs to drive forecasting (S&OP and technology roadmap).➤ Led and successfully delivered a new BU strategy focused on Upstream Production with a value proposition that would significantly improve customer capital efficiency and reduce greenhouse gas emissions. The product strategy utilized Industry 4.0 applications such as predictive analytics and digital twin.➤ Improved R&D development project delivery 30% YoY.➤ Managed a strategic branding effort to introduce a new line of fracing services. Developed a naming architecture for future product and service introductions.➤ Presented strategies to senior executives and Board of Directors, and published quarterly market updates to inform organization of key changes, trends, and technologies in the industry including digital and automation.

Led a team that owned the customer service aspect of 5 service lines: Surface Wellhead, Frac Equipment Rental, Pressure Control, Flow Treatment and Processing.➤ Jointly owned services portion of the P&L with Operations to drive profitability in each Service Line.➤ Formulated service quality improvement, training and cost reduction initiatives.➤ Owned centralized asset pool and decisions to design, procure, transfer and dispose assets.➤ Designed and published KPI's and operating systems that structured the organization to operate as an integrated unit.➤ Ensured compliance to standards.KEY ACCOMPLISHMENTS➤ Reduced frac equipment repair costs by 13%.➤ Turned around service quality by revamping training, competencies and work structure.➤ Developed cross-training programs that reduced personnel requirement by 40% per shift.

Managed the Surface Wellhead product portfolio: applications engineering, field process and competency, rental assets, and field IT applications support.KEY ACCOMPLISHMENTS➤ Led working capital investment decisions based on demand and supply reviews.➤ Developed global gate valves strategy that led to fit-for-purpose product development project ultimately leading to 20% reduction in product cost.➤ Reduced product cost by driving value engineering and creating a better Supply Chain. Improved profitability by developing new product transition plans.

Owned the field delivery strategy and was responsible for the health and safety of 600+ field based employees operating out of 24 US-wide service bases. This business generated $300M+ total revenue.KEY ACCOMPLISHMENTS➤ Rationalized US service bases footprint using hub & spoke distribution model reducing cost by $1.3m.➤ Reduced working capital by 15% using sales and operations planning (S&OP) process.➤ Led a cross-functional team that redesigned training and career development program for field service technicians to increase employee retention, customer satisfaction and safety statistics➤ Changed reporting culture on non-conformances by addressing underlying causes, instilling key process KPI self-audits, and training.➤ Initiated field innovation program whereby employees were rewarded for developing processes and tools that drove efficiency in their operations.

Managed sales and field operations for 7 land-based locations in key shale plays in Texas, Oklahoma, Kansas, Louisiana, New Mexico and Arkansas. Promoted to run Mid Con from being Texas BU Manager until 08/2013.KEY ACCOMPLISHMENTS➤ Grew revenue by 53% while reducing distribution expense by 5.4%.➤ Improved inventory turns by 30% using substitution and developing local machining.

Led a sales team consisting of 14 Key Account Managers and Field Sales Representatives in a region that spanned 7 states in the US.KEY ACCOMPLISHMENTS➤ Re-aligned the team, and developed key account strategies which led to a 7% YoY increase in revenue during an industry downturn. Reduced the sales cycle by understanding customer journey archetypes and adjusting strategy based on buyer behaviors.➤ Reduced controllable S&A by pre-approving event participation, redistributing workload while reducing headcount.➤ Led the development of the Marcellus Shale market assessment, which led to the opening of a new sales office purposed with supporting operations in PA.

Frac rental business start-up in Canada: Responsible for market assessment, business plan set up, making capital spend decisions and ensuring facilities and personnel were trained and ready to start the new business segment.KEY ACCOMPLISHMENTS➤ Grew business 48% YoY by creating a market niche and breaking into 2 major competitor alliance agreements.➤ Developed the business case that led to the acquisition of a leading heavy oil wellhead equipment manufacturer. This acquisition led to doubling revenue and increasing market share to 45%.➤ Elected Industry Recommended Practices (IRP6) Chair. Negotiated technology approvals with the Energy Resources Conservation Board (ERCB).➤ Earned 2 awards: Chairman's Award for Frac Business and Surface Wellhead Award of Excellence.

Started up wellhead business in Oman and Yemen and was responsible for sales, local manufacturing and field service operations.KEY ACCOMPLISHMENTS➤ Created country specific HSE policies.➤ Executed $100M Shell-PDO High Pressure contract while adding other customers like Anadarko, Oxy, PTTEP and Hunt Petroleum.➤ Developed green field market in Yemen exceeding stretched revenue target by 70% in the second year of operations.

Managed every aspect of alliance agreement and customer property management for Dubai Petroleum Company - ConocoPhillips while growing businesses with BP Amoco Sharjah, Dragon Oil Ajman etc.

Field Service Engineer installing wellhead both onshore and offshore around the Middle East region for International and National Oil Companies.Based out of Doha - Qatar, then Dubai - UAE

Ran well testing jobs for International and National Oil Companies.