Now known as Tundra Energy Marketing Ltd following divestment of Enbridge Pipelines Saskatchewan Inc. for $1.1B. Reporting to the CEO, accountable for all aspects of Pipeline Operations in Saskatchewan and Manitoba, health and safety, business development, supply chain and stakeholder engagement.• Successfully transitioned a mature, heavily regulated business with a major, sophisticated, and demanding customer base into a small entrepreneurial start-up with no loss of staff.• Exceeded safety, financial and stakeholder engagement targets during a challenging transition.• Utilized well-honed crisis management skills to minimize environmental impact, bring calm and reason to potentially brand damaging oil spill on Indigenous territory, complicated by politically sensitive pipeline debate in Canada and Standing Rock protests in North DakotaKey skills• Manages ambiguity• Manages conflict• Situational adaptability

Controlled 7 direct and 197 indirect reports, $50M CapEx, $130M OpEx and $200M P&L operating as a standalone business unit with 7 legal entities in 3 provinces.• Recruited with demanding mandate to refresh and reenergize demoralized underperforming business unit with morale at historically low employee engagement; the second lowest in the company. - Increased employee engagement from 20% below median for peer group to highest in Enbridge over 4 years and capturing notable uplift in morale and productivity.• Promptly handled spiraling crisis after 1 month in position as major flood occurred resulting in severe damage to area infrastructure and homes. - Protected critical infrastructure and staff and minimized risk, gaining recognition by the province for using past crisis management and calm disposition to ‘revolutionize’ emergency response in Saskatchewan.• Strategically repositioned the Canadian entity owned by Enbridge Income Fund under the parent Enbridge Inc. - Built on new structure to identify and execute opportunities for closer integration with Enbridge mainline, reducing enterprise risk profile and cost base in the process.• Challenged to improve business unit performance to meet parent expectations. Built a shared sense of mission and boosted teamwork, internal communications, and accountability. - Teamed with staff to create a synergistic, vibrant culture to make staff comfortable and spur open dialogue. - Transformed business unit into Enbridge’s top performing operation and a model of best practices, with subsequent adoption and replication of practices across the entire Enbridge platform. - Entity divested by Enbridge as a prime asset to pay down debt following a major corporate acquisition, attracting multiple investors in a $1.1B sale which exceeded expectationsKey skills• Drives vision• Builds engagement• Develops talent• Influences• Builds effective teams• Global perspective

Headed team of 3 direct and 300 indirect reports at multiple remote operations with $35M USD P&L, $25M USD OpEx, $2M USD CapEx, and $18M USD capital assets.• Increased revenue by 28% and net margin by 49% over 3 years.• Engaged with Egyptian military commanders, sharing extensive knowledge on mine/ordnance clearance within Egypt, a key factor in Egyptian commanders gaining favour with the UN.• Targeted and developed strategic relationships to halt attempt by competitor to enter marketplaceKey skills• Ensuring accountability• Communicates effectively• Collaboration• Relationship building• Nimble learning• Balance stakeholder needs

Led 5 direct and 417 indirect reports, $25M USD P&L, $20M USD OpEx, and $1M USD CapEx.• Improvised and adapted asset and risk management plan to shift $100M in assets to secure sites and safely evacuate personnel during high risk and highly fluid coup d’état attempt with total infrastructure breakdown.• Reversed $2.1M loss into $635K net profit and decreased attrition by 43% on key Exxon Mobile project.Key skills• Crisis management• Resilience• Resourcefulness• Decision making• Optimizes processes

Seconded on special assignment to conduct the world’s first 3D survey of the Nile Delta.• Created top performing initiative across Schlumberger's global operations for 3 years, creating innovative Best Practices adopted enterprise wide, and secured 100% market share resulting in 2 further projects valued at $400M

Progressively took on more senior roles as Schlumberger acquired and merged seven separate companies to form the world’s largest geophysical exploration company. Responsbile for safely leading culturally diverse teams of up to 300 in remote field operations acquiring geophysical data and maintaining technical/contract standards for major oil companies. Operated in Nigeria, Egypt, UAE, Saudi Arabia, Kuwait and Dubai.

One of a select group of Scientists, hand-picked in a competitive selection program to spend 3 years on the Antarctic mainland carrying out scientific research including confirming existence of the Ozone Hole – arguably the world’s first climate change program.As both scientists and representatives of Her Majesty’s Government, conducted joint research projects with UK universities and international agencies and liaised with Non-Governmental Organizations (NGOs) such as Greenpeace.