Sage Oil Services provides on-demand mobile fleet services including oil changes, tire rotations, interior detailing & more at customer locations. We eliminate the time & expense of waiting on oil changes at local shops. We reduce maintenance costs, increase on-time maintenance performance, ensure compliance with company maintenance policies and let our customers focus on their core business. We are partners with Enterprise, Element, Wheels, Donlen, ARI, and LeasePlan.

Since 2007, we have been real estate investors in Houston, TX. We initially focused on single-family and less-than-4 unit Multi-Family properties. In 2021, we start investing in large, syndicated multi-family properties. de Jong Capital Partners focuses on creating passive income streams for generational wealth creation. We are solely focused on Multi-Family investing and developing & fostering partnerships for the mutual benefit of all investors. Our goal is to provide returns greater than 10% per year. We operate as a team, investing side-by-side with all investors, and available anytime. Our intent is to create a network of happy investors always looking for the next real estate investment with us.

We partner with our clients to help them navigate through complex situations. We turn negatives into positives, think outside the box, and go to extraordinary lengths to engage and amaze our clients.

I joined Baseline Energy Services to 1) bring operational processes & procedures to a "home-grown" company and 2) coach a group of young managers. Responsibilities:• Oversaw/directed daily operations including P&L• Acted as both a formal and informal resource to the CEO and other senior managers, provided input on strategic direction and initiatives as well as tactical issues• Implemented and managed short and long-term plans and programs that met operational goals and objectives• Actively participated in business development initiatives, including creating and maintaining relationships with key decision makers within current and/or targeted customers• Provided guidance and recommendations to the CEO regarding the operating structure and actions/processes necessary to meet current and projected demands• Focused on organizational competency, training and management succession• Developed and installed processes and procedures to promote communication and adequate information flow within and among regional bases and personnel• Evaluated operational results regularly and systematically. Reported these results to the CEO on an ongoing, regular basis• Provided guidance and recommendations on use of existing and emerging technologies to develop and strengthen the company's competitive advantages • Ensured that all organization activities and operations were carried out in compliance with company policy, local, state, and federal regulations and laws governing business operations

After 25+ years of experience in mostly large companies, I joined General Plastics & Composites to transform it in to a world class manufacturing organization. I joined the company as a Management Consultant and audited existing manufacturing processes. After thorough analysis, I proposed a comprehensive operations strategy including a new organization structure. Proposal was well received and I was hired as Director of Manufacturing to implement it. Strategy included separating the business in to two desperate value streams: 1) high-volume, low-mix (repetitive items) and 2) low-volume, high-mix (highly customized items). I reorganized existing personnel to better leverage their skills. I hired a new Senior Manufacturing manager and new production supervisors to bring in new thinking to key operational roles. Focused on operational excellence based on lean six sigma and systems of prevention. Concurrently, we evaluated an advanced planning and scheduling (APS) system and implemented rough cut capacity planning and master scheduling systems. Major Responsibilities/Achievements:• Drive HSE culture with goal of zero incidents• Develop and execute operational strategy• Establish and manage new organization & management structure• Develop personnel to lead and execute new manufacturing strategy• Implement Lean Six Sigma philosophies & tools• Own operational performance and product delivery • Drive strategic cost reporting initiative to improve standard cost accuracy, facilitate variance reporting, and prioritize areas for improvement• Manage 300+ employees in multiple locations

After 7 years overseas and 5 international assignments, I returned to Houston in midst of Oil & Gas industry slow-down. I lead several strategic projects with several overlapping each other chronologically. First project was a global strategy planning initiative to develop global growth areas and targets. This included mapping FMC’s current businesses and performing competitor & adjacent service provider analysis to understand product & service offerings close to FMC. I proposed growth opportunities to executive management for consideration. New & potential regulations (i.e. Quad O) and combining existing products & services (i.e. integrating 3 phase separators with on-pad production facilities) were considered. Second strategic project was global manufacturing consolidation project with objectives to consolidate locations, better leverage assets and drive profitability improvements. This required detailed analysis of current operations, country requirements, and costs structures in US, Canada, Mexico, Brazil, Columbia, Venezuela, Argentina, and Europe. When I started the initiative, manufacturing operations operated as country-managed businesses. After performing detailed financial and operational analysis, I proposed transforming the country model in to a regional Hub & local Spoke model which was adopted. This better leveraged manufacturing capabilities, logistic routes & costs, and personnel. Model was accepted and is being implemented globally. I also led and participated in several internal quality improvement projects and mentored younger managers.

FMC acquired Pure Energy in 2012 and it was the company's first Service only acquisition. Pure Energy provided wireline, well testing, frac flowback, and production logging services. Traditionally, FMC acquired companies to expand product breadth and depth but this was the first time integrating a pure service company. Considering my 10+ years in FMC's Subsea Services (after market) organization, I was recruited by the business unit Vice President to work in the organization headquarters in Calgary. I developed value propositions and integration strategies between Pure Energy and FMC's existing product and service offerings. This required value stream mapping from 3 different FMC businesses, creating integrated business processes, and validating integrated offerings with customers. This work resulted in the company's first integrated service project with Chevron in the Marcellus Shale and the model for future integrated projects.

I was recruited by FMC's General Manager of Asia Pacific to lead the high-profile project for one of FMC’s key global customers. I managed the engineering, procurement, manufacturing, and testing of Subsea Production System worth ~$275MM . Project was Shell Prelude and an industry-first FLNG project off the coast of Australia. I was uniquely qualified for the role as I previously managed FMC's Subsea Services organization in Perth, was a regional quality system sponsor, and had relationships in all geographic locations of the FMC supply chain - Malaysia, Singapore, UK, Norway and Australia. The project was recognized as best-in-class by our customer and considered the model for future projects within FMC. During the period, I also supported the entire Asia Pacific region as internal quality system Sponsor. I also led and participated in internal regional and global process improvements. I managed the project through development of strong relationship with the Client based on mutually-agreed requirements, establishing cash positive commercial models, robust commercial management of the project contracts, and close management of project team with incremental measurable milestones linked to a detailed project schedule. Project was delivered on time, on budget, and most importantly safely. One of the most rewarding parts of the role was teaching problem solving, creative thinking and customer relationship management to a relatively inexperienced project team.

The Subsea Services Business unit offered technical services for the installation and maintenance of Oil and Gas infrastructure assets, asset management and refurbishment services, rental tooling, and Project Management services in Australian and New Zealand markets. I was recruited by FMC's Asia Pacific General Manager to turn around a struggling Australian business during the highest growth period in the company history. Prior to me starting the role, FMC had 3 managers in 3 years and Woodside, FMC's largest customer in the region, had lost confidence in our abilities due to poor performance. After two (2) months of understanding the business state, it became clear there were fundamental issues around the culture of the team, the lack of focused operations by service offering and poor commercial management of the client facing teams. I established robust scope management and change management processes to address the cultural and commercial management issues. During the 2-1/2 years while in the role, the business completely transformed. The cultural change focused on rewarding behaviors associated world-class service by making our client's needs and ultimate success our first priority. The restructuring of the business enabled a more focused operation resulting in increased throughput and lower costs for services. The commercial focus of the client facing teams cultivated an environment where both the Client's experience improved while the overall profitability and cash flow of the business significantly improved. This resulted in margin improvement from 0% to over 21% in 2 years. Over the course of the assignment, I was also selected as one of only two Non-Executives or General Managers in the company to become an Impact Quality (FMC's internal quality initiative) Sponsor and supported the Asia Pacific region of more than 1,100 people. Additionally, I managed the construction of the purpose-built Aftermarket base in Perth.

I was recruited during a high-growth period, just before the global financial crisis started, to manage FMC's 5 subsea product groups and their respective Product Managers. I worked closely with each Product Manager to develop business plans and annual objectives. I also helped break down barriers and resolve organizational and resource issues. The role changed dramatically as the world economy worsened. Inbound work slowed and we focused on pulling work back in from suppliers and leveraging internal assets. I managed the technology and manufacturing transfer of a product line from Norway to Singapore to leverage available manufacturing capacity and improve product profitability.I was originally supposed to be in the role for 3-5 years but was asked to take a more important assignment in Australia.

This was my first overseas assignment. I accepted the role with a 2 year time frame but ended up staying overseas for 7 years in 5 different roles. I never turned down an assignment during my 22+ years with the company. I managed the start-up of FMC's aftermarket organization in Malaysia. This was in support of the first FMC Subsea Engineering Procurement & Construction (EPC) project in the region and included technical services for the installation and maintenance of Oil and Gas infrastructure assets, asset management & refurbishment services, Rental Tooling, and Project Management services in Malaysia. I managed 2 facilities and developed organization plan to support current and future deepwater projects. I managed the design of the to-be-built facility in Labuan, Malaysia. I traveled frequently between Miri and Kuala Lumpur for project meetings with customers and to Singapore for FMC management meetings. Assignment only last 8 months since I was asked to relocate to Singapore to take a more important role in the company.

I was asked by executive management to manage the company's fast growing, profit generating after market service operations. I focused on improving processing and developing the organization which resulted in increase of refurbishment revenue from $11.7MM to $41.22MM in 2 years and increased gross margin from 5% to 22% in the same time period. I'm a strong proponent of safety first and led by example implementing refurbishment-specific safety processes, managing the business' Safety Council and managing the Safety SharePoint site.I managed the design and construction of Houston Customer Support facility including office building, workshop, and warehouse. This required developing functional and technical requirements, interacted with architects and construction contractor to ensure scope and schedule were met, and implementing new work processes. I'm a process-driven manager and believe that without defined processes, results are not repeatable. I worked closely with other global FMC locations to drive inter-operability between regions, leverage best practices, and continually improve use of SAP and other information systems.

I informally assumed Product Manager responsibilities with the departure of the existing manager in July 2003. 4 months later, I was officially promoted to manage the $15.5 MM product line including P&L, Engineering, Operations, Inventory, and Marketing. Subsea Drilling is a challenging product line since it is mainly a book & turn business with high customer exposure offshore. I developed and executed regional business strategies, resulting in increased overall business performance and increased market share. I successfully expanded market presence with introduction of new Subsea Drilling systems. I focused on process improvements with results showing quickly in operational and financial results. My focus on value-added & revenue-generating services resulted in $3.8MM (25%) gross margin, $2.3MM (15%) EBIT and Net Income of $1.4MM (9%). Previous best results were $1.9MM, 4%, and $300K respectively. Average per well revenue increased 13%. As a book & turn business, inventory management is critical to financial success. I focused on inventory reduction and smarter inventory investments resulting in improved inventory turns and ROI of 23%.

FMC CEO asked me to return to the company after a 3-1/2 year period working outside the Oil & Gas industry. I was offered 4 different roles when returning to FMC. Many of my friends and colleagues were surprised I took this role over others offered since Subsea Drilling was viewed as less attractive than other products like Subsea Trees, Manifolds, etc. I thought the role had the most upside potential since it was currently struggling and we delivered products and services directly to customers offshore. I managed a 15 person, $10MM P&L including Engineering, Materials, and Operations. I worked closely with our Aftermarket group to develop consistent processes for managing customer-owned inventory, rental tools, and improving offshore service quality. I also worked with other FMC regions to drive product standardization and reduce system costs.

I was introduced to the company by the Start-Up Venture Capitalist funding the company. Prior to joining the company, I worked with the founders on a technology roadmap and educated them on enterprise-wide design & development processes. I was hired by founders of the company, as the 4th employee, to lead software development including management of Chief Technology Officer and Chief Architect. Similar to projects I managed at Sapient, I defined functional and technical requirements with input from Sales, Marketing, Clients, CTO, and Dev staff. Managed the development process from functional design to client implementation and support.This required creating and implementing processes for managing product through its life cycle and how Development and Sales/Marketing interact to insure product is developed properly. I also created and implemented recruitment/hiring process, process for running meetings, and developed company culture based on performance, agreed requirements, and repeatable processes.

I joined Sapient after finishing Business School. I chose Sapient over other higher paying offers to learn how they executed fixed-cost, fixed-duration consulting which is uncommon in business / technology consulting. What I didn't know about Sapient, that I would love most about it, was the company culture based on a set of core values including client-focused delivery. It taught me valuable lessons about organizational behavior, objectives, and how to manage and deliver for customers. I managed 40+ person project teams, located globally, responsible for project scope, schedule, and budget. This included participating in project reviews, managing project risks and working with client and Sapient engagement leads. I also created and managed Dependency Matrix which defined criticality of client supplied information.

I started working at FMC as an engineering intern while I was finishing my degree at Texas A&M. I hired on full-time in May 1993 as an Industrial Engineer working in Elastomer manufacturing. I soon became supervisor of the area. I learned and applied Theory of Constraints in this role and increased on-time delivery of the area from 0% to 85%. It was this role that helped define me as a problem solver in the company and led to many opportunities and fast career progressions.I was asked to relocate to Lafayette, Louisiana to work as Distribution Coordinator for our Subsea Drilling Products. My assignment was cut short when I was promoted to Subsea Project Coordinator for a new project with ENI Petroleum we won in April 1995. 2 years later, I was promoted to Manufacturing Team Leader for Surface products responsible for system assembly and factory acceptance testing. I then worked as a Senior Material Coordinator and Project Manager to develop Sales Configuration software.