Responsible for preparing the information package for potential Buyers to make a binding bid offer for the business Chevron sold in the Caribbean. Once the Puerto Rico and US Virgin Islands businesses were awarded to a Buyer and a Purchase Sale Agreement was signed, became the transition manager responsible for managing the transition process internally with all functions in Chevron and with the Buyer to deliver the organization at Closing day smoothly and with no disruptions to the business, employees and customers.

Leads new logistics team in implementing consistent operating standards and management at all 33 joint venture terminals in the region. Negotiates and stewards global industry standards for bulk petroleum storage operations with Chevron's partners to appropriately manage risks. Responsible for the identification, negotiation, and development of new joint venture fuel storage terminal opportunities to improve the distribution network. Led strategic projects that defined Chevron's future ownership in Joint Venture terminals in Colombia, Brazil, Jamaica and Haiti. As a core team member of the Haiti divestment team recognized by Chevron's President, represented logistics and successfully negotiated Exxon's consent to exit the Haiti Joint Operation, managing many challenges during the transition period.

Team Member of a corporate multifunctional team including HR, IT, Finance, Procurement, and Real Estate services formed to create an internal shared services center strategy for the corporation. The team's recommended strategy, selection of location in Latin America, design, and construction was endorsed, budgeted, and implemented.Engaged multiple project stakeholders, analyzed relevant information and recommended customer service role in the overall strategy.Synthesized data from all functions, benchmarked with other companies, considered alternatives, and prepared communications to corporate management for approval.Recognized by executive management for significant contribution to the team.Incorporated a new legal entity in Argentina and led the project management office during the construction phase, coordinating project activities with legal, tax, procurement, IT and real estate.The first phase of the shared service center was built on time and within budget.

Led a newly formed diverse and virtual team that looked at over 70 Chevron customer service centers globally to identify and share best practices and develop a corporate strategy.Developed an innovative and credible strategy which yielded significant annual savings and improved service center capabilities to enhance value and improve customer satisfaction. The strategy has been successfully implemented in several phases.Successfully engaged and communicated with many incumbent process owners through considerable emotional reactions to consolidation and off-shoring alternatives.

Directed a $300+ million company with a 180 service station network, a lubricants, marine and aviation businesses in 5 airports. The country's economic environment was in a deep recession with a currency devaluation of 100% in 12 months.Led business unit during Chevron/Texaco merger in 2002, implemented new corporate culture and processes. Led reorganization of the company so that very minor adjustments were necessary with the subsequent transformation to the company's organizational structure from a geographic to a functional focus.Surpassed competition and became the #1 market share leader in retail sector by negotiating supply agreements and investing in new sites.Improved company's return on investments by reducing capital employed by 36% with aggressive credit, inventory and expense reduction measures as well as some asset sales.Obtained additional government regulated fuel margins by continuously engaging government officials and other institutions such as the Chamber of Commerce, U.S. Embassy and Department of State officers in Washington D.C..

Directed a minority owned joint venture operating a lubricant manufacturing plant and a lubricant business in Mexico with a strong distributor network and with direct sales to commercial and industrial accounts. The joint venture partners had conflicting values and priorities and the operation was going through severe cash flow issues.Led a business turnaround. Cleared cash flow issues by reducing expenses, credit terms, inventories, extending payment terms and with asset sales. Improved Sales Volume by 20% and doubled earnings in a two-year period.Improved production efficiency by breaking down barriers between marketing and manufacturing. Reduced raw materials inventories by 25%, number of finished products by 20%, and considerably decreased out of stock incidents.Acquired all non-Texaco equity from company's Joint Venture partners, resulting in a wholly owned subsidiary. The acquisition has exceeded profitability and has been a great asset well aligned with Chevron's long-term strategy.

Directed a company with a 56 service station retail network, a fuel and lubricants business selling products to commercial and industrial lubricants customers, and a large marine bunkering operation.Increased retail market share and operating earnings by 40% in a two-year period by designing and implementing an aggressive investment program. Improved internal controls, supply agreement terms and conditions, and successfully initiated direct company operated service stations. Improved business performance was recognized in 1998 with the Division's Presidents Club Award.

Directed company operated retail network and lubricants operation in a highly government regulated market with significant barriers to growing the business.Increased size of the business by engaging government officials and obtaining a permit for a new retail location with high revenue potential.Increased sales led to record net profits. Recognized with Division's Presidents Club Award

Managed all company-operated service stations. Consolidated both retail and wholesale companies with significant manpower and expense reduction.Led new development team responsible for aggressive growth and optimization of the 80+ service station network by selecting and prioritizing sites for investments.

Managed including retail, commercial, industrial, lubricants, aviation and marine business in the U.S Virgin Islands and the British Virgin Islands. Won Division's President Club Award for outstanding performance in record earnings, sales, and expense reduction and achieved an Outstanding Contribution Award.