Kathleen Henry Email and Phone Number

Brought on to turnaround recently acquired underperforming business line with -2% profitability to minimum of 10% profitability in 4 months. Addressed technical and operational challenges of post-merger integration and executed a joint business capability plan.Governed $58M business with team of 80 employees covering US land operations, improving profitability through market expansion and cost control measures, leading to highest profitability in business line history. Reshaped market growth initiatives, baseline costs analysis, and customer collection focus. Created reporting dashboard on Power BI to provide insights on revenue and spend versus historical data. Presented actionable recommendations based on market behavior and practices to drive right outcomes. • Increased revenue 40% by spearheading collaborative efforts between Sales and Operations to expand market penetration that. • Delivered 11% profitability improvement by the end of Q2, which prevented the closure of the Well Construction Business Line.• Reduced unrecognized revenue 60% to improve liquidity and monthly profitability by working with finance team to review customers and create a “top 10 list” of customers to target for payment each month.• Created staffing model that reduced annual compensation per headcount by $13.5k (2%) while still meeting operational and market demands.• Systematically improved acquired business line’s safety and quality culture by reporting improvement from 1 to 3 reports per employee per month and capturing and investigating 100% service quality incidents. Achieved through active training and monitoring processes. • Interfaced with technology and operations group to roll out new technology and supervised first installation, which led to an additional 12 units to be sold in the first quarter after field trial with an expectation to sell 40 units by the end of the year.

Transformed learning function, integrated new capabilities, and built analytics strength that impacted 5,000 FTEs in North America. Managed operations of a 600 acers training facility and led a staff of 60+ personnel inclusive of technical trainers, facilities, maintenance, and HR personnel. Studied factors driving negative learning environment and created strategy for improvement, and promoted a culture of mentorship and social engagement. • Achieved 50% annual budget cut while meeting FY20 operational training needs by analyzing staffing needs—shrunk headcount by 40%, cut compensation costs through furloughs, negotiated 24% discount off largest contracts, and reduced facility needs, preventing facility closure during COVID-19 pandemic. • Produced centralized planning process that increased class utilization by 10% and reduced instructor overutilization by 20%.• Created hiring model to boost % female hiring rates and reduce attrition globally, which set company on course for achievable target of 20% gender balance by 2025—initiated project that grew gender balance from 13% to 14.5% in one year.• Effected program to revamp equipment operators training, which enabled onboarding of 1000+ employees in a year. • Implemented leadership training program that improved student class survey results 13% and reduced course failure rate 50%.• Conducted risk assessment of labor laws that resulted in the accommodation of 10 employees following work with HR manager and HR compliance team to review key policies around course failure disciplinary actions. Achieved zero EEOC complaints.• Recognized with ‘Performed by Schlumberger Bronze Award’ for learning culture strategic vision and had strategy implemented at 3 other global learning centers.• Engaged with local non-profit (Sustainable Tulsa) to create visible sustainability program utilizing Scor3card system. Awarded 2021 Bellmon and Platinum awards (48/50 KPIs Achieved) and 2020 Gold Award (36/50 KPIs Achieved)

Drove business transformation process for multi-business lines across Azerbaijan, Turkmenistan, and Kazakhstan.Led operations planning improvement via analytics and service delivery and implemented standard work processes and multiskilling. • Drove business transformation process for multi-business lines across Azerbaijan, Turkmenistan, and Kazakhstan.• Delivered 140% improvement in employee utilization, 62% asset utilization improvement, and 65% ($2.9M) inventory reduction in one year by restructuring Well Services team across people planning, field logistics, and asset management roles.•Achieved 50% reduction in idle assets through stock reduction, while conserving storage and asset maintenance costs.

Spearheaded cross-functional initiative to achieve reduced service costs, retain market share, and improve annual business revenue.Improved working capital and cash management by more than $5M via inventory reduction and management. Reduced BP’s overall cost of operations in light of 2015/16 oilfield downturn through improved people utilization, multiskilling of rig personnel, operational efficiencies, and replacement of product with low costs options.• Extended client base by 100% due to competitive contract negotiations, resulting in ~$15M annual win with SOCAR (30% boost in annual revenue), improved business diversification, and improved profitability through multi-cycle operations.• Delivered $14.4M (32%) in annual savings for major client BP and maintained 60% market share, offering a minimal discount to maintain >25% profitability for field service operations.• Improved chemical forecasting processes, which reduced inventory by 55% ($3.3M) and eliminated $20K monthly storage costs.• Transformed NOC safety culture by showing Schlumberger’s safety commitment via procurement of offshore survival kits.• Identified key personnel and assigned major projects, transitioning 10 employees to management roles and enable addition of 4 local talents in place of expats, helping the company achieve Azerbaijan nationalization targets.

Controlled $12M business with team of 27 people serving ExxonMobil, Husky Energy, and Equinor.Tasked by Vice President to turnaround operations and create a profitable business unit. successfully launched new Equinor project, conducted regular financial reviews, initiated cost control measures, and conceived innovative sales ideas. Promoted efficiencies with other business units across North America to scale resources to manage seasonal activity ramp ups while maintaining service quality.• Improved operating margins 300% from -15% to 35% within 9 months through new business development and cost control.• Spearheaded successful project startup which added $5M in revenue and was key to cement team’s profitability improvement.

• Served as the in-house engineering consultant for E&P companies including Hess Corporation and Marathon Oil Company in Post-Macondo operating environment.• Directed $5M cementing project to execute largest surface batch drilling campaign completed in Gulf of Mexico. Project delivered on time with zero service quality incidents.• Championed multiple process improvement projects, including creating new price book reflecting current market conditions, project profitability model, and product forecasting process.

• Executed, designed, and evaluated cementing operations for clients in Bakken and Fayetteville shale formations.• Led district loss prevention team; Responsible for driving safety culture and investigating health and safety incidents.