Developed and managed a two-year organic milk financial model to accurately forecast and report KPIs driving the business including Pricing, Revenue, Pooling, PPV, ETC.Constructed economic models to identify and recommend opportunities to drive additional revenue amongst 650 producers within the organic milk network.Rebuilt and streamlined material cost reporting to efficiently consolidate multiple data sources ensuring clear data reporting across materials finance.

Developed and maintained forecasting models responsible for managing DJ Basin’s 2-Yr, 15 Budget area, 300+ well, and +$1,000MM CapEx short range plan. These models are routinely evaluated and adjusted to ensure CapEx program is understood at any given time.Apply GAAP accounting principles to properly record and maintain financial data on DJ Basin operational activities ensuring compliance with all applicable policies and regulations.Conducted monthly, quarterly and annual reviews to evaluate key operational trends (well costs, resource performance, etc.), perform variance analysis, and assess risks associated with CapEx program.Liaised with asset leadership to ensure emerging risks were thoroughly communicated to make appropriate program adjustments, if necessary. In FY18 this process identified +$50MM in program risks that required material adjustments to program resources to remain within +/- 3% of budget.

• Established a formal Succession Planning program, Employee Development and training curriculum for clients supported in 2016. These programs were recognized for its effectiveness by HR Leadership and rolled out to the larger organization in late 2016. • Developed a compensation planning tool to manage the allocation of in payouts to US Onshore personnel for 2014 and 2015 Compensation Planning Cycles. This process required a thorough review of the tool’s stability, accuracy and usability. The tool was recognized for its efficiency, adaptability and data integrity by Sr. HR & Operations Leadership.• Contributed to the development of an audit tool to manage open positions for Anadarko’s global operations. Decreased the total number by 80% after 30 days through implementation of the audit strategy.• Created a multi-function performance tracking tool to manage and evaluate Anadarko personnel. Tool successfully manages and tracks ~2,000 employees within the Rockies Region. • Recognized as a key contributor to the development of an HR Acquisitions and Divestitures (A&D) process to meet the needs of Anadarko’s portfolio management strategy. Developed tools and resources to actively manage A&D activity throughout 2015 and 2016.• Partnered with Line Management to address performance, development and workforce planning for client groups. Applied strong skills in adaptability and strength in building relationships and integrating HR practices.

• Liaised with the product service lines (PSL) to ensure that operations were working within the policies, procedures and processes detailed by the Human Resources Group. Functioned as the sole contact for all HR inquiries presented by Baroid and Global Technology personnel. This responsibility required coordinating global employee transitions, maintaining effective relationships and demonstrating a high level of accountability and expertise in HR practices.• Demonstrated adeptness in handling high-level employee transactions, and, in turn, received an additional PSL to support at the end of 2013. This responsibility required the formulation and execution of an efficient strategy to create a partnership with operations while maintaining a high level of service. • Recognized as a key contributor to the Eastern Hemisphere HR Transformation rollout, which included procedure development, process assurance and product testing to provide integral deliverables during Q1-Q2 of 2014. • Provided oversight to all aspects of employee performance, talent selection, succession management and disputes in accordance with company, local and federal requirements.

• Advised managers on the interpretation and application of corporate policies, programs and HR initiatives to ensure consistency across the District.• Produced market analysis examining the local labor force and its impact on Vernal District. Using this information to improve retention of current employees and improve hiring practices.• Created retention programs following a thorough workforce and cost analysis to attract and retain human capital. • Aligned Human Resources initiatives by partnering with management to support their strategic objectives.• Developed PSL Managers’ ability to effectively coach and counsel employees on confidential employee relation matters.