Ken Burkhart Email and Phone Number

• Responsible for the Infrastructure and Telecommunication teams that provide support to the over 3500 users across MidFirst’s 90 branch locations, 7 corporate offices and multiple processing offices across the continental United States. • Successfully led the company’s major infrastructure efforts including the modernization of storage and backup infrastructures, the movement of over 500 servers from the primary Data Center to a newly designed co-location environment, Windows Server migrations to 2008 / 2016 and the on-boarding of three different bank acquisitions. All projects exceeded the established goals while minimizing impact to the bank’s operations.• Established a new vision for the Network Operations staff by focusing on team performance, strategic staffing moves, personal accountability and establishing a “What Looks Better?” environment. • Implemented a new infrastructure classification system that categorizes systems by Recovery Time and Recovery Point Objectives that align with business requirements. This established a clear direction for all teams during a disaster recovery event.

• Consolidated 4 unaligned desktop services groups with over 30 field and corporate desktop support technicians into one high performing team serving Devon’s 120 locations across US and Canada. • Improved IT service delivery to field locations by establishing relationships with leadership, addressing unresolved issues while developing repeatable and reliable practices. Served as a lead steering team member on the company’s “Focus on the Field” initiative. • Led the successful deployment of the Windows 7 enterprise roll out. Program included Operating System (OS) and Office upgrades, Virtual application implementation, Lync IM, Virtual Desktop Infrastructure, Folder Re-direction and OS Personality capture. • Responsible for Devon’s United States intern program which focused on mentoring the candidates while providing weekly information sessions. Coached and prepared each intern for the summer ending presentation to the IT Leadership team.

• Recruited to improve IT infrastructure and service delivery groups supporting LAN / WAN, Server Platforms, Storage, Database Services, Desktop Services and Service Center. • Unified national IT Staff under one vision and mission, reversing previous failures. Created consistent communication where lessons learned and best practices are shared across all regions and implemented in a common direction. • Addressed WAN performance issues by implementing a common monitoring platform and consistent Quality of Service implementation and troubleshooting practices.• Implemented a change control for all systems, formalizing IT communications and leveraging national procurement spend.• Achieved these improvements in spite of a reduction of 60% in funding and 45% in staff due to the downturn in the economy.

Lyondell purchased CITGO out of the Limited Partnership that created Lyondell-CITGO in July 2006 and became Lyondell - Houston Refining. Note: In Decemeber 2007, Basell acquired Lyondell and the site became LyondellBasell - Houston Refining. My position increased in responsibilities throughout these ownership changes by adding in new duties that included communication and integration with Lyondell's management and processes.

• Successfully turned around a dysfunctional infrastructure team in the first 6 months by addressing staffing issues and implementing a focus on stability, reliability and repeatability. Maintained a 95% staff retention rate over the next 8 years.• Reduced overall costs by implementing zero based budgeting and monthly tracking on expenditures. Created business plans that identified and communicated the ROI, risk assessments, alternatives and impact analysis of all projects. All projects conformed to a 1 year hard value payback and were implemented under budget. • Led a company-wide management team charged with changing the organizational policy to improve employee recognition, retention, and development. Impact of these changes established new flexible work schedules, funding for team focused events, new company values and a monthly processes for celebrating accomplishments across the company.• Executed four outsourcing reviews of IT services over an eight year timeframe. All reviews showed current model to operate at a lower overall cost than outsourcing options.• Led three successful annual United Way campaigns and each year broke the previous donation records.

• Promoted to the manager over the technical implementation of 5 modules of SAP. Managed the evaluation, selection, procurement and implementation of the SAP infrastructure of a 5 instance landscape, communications, faxing, EDI and other requirements of the R3 system. • Defined, implemented and managed service levels on the outsourcing agreement. Created an environment based on communication and trust in maintaining a successful partnership with Accenture.

Communication Technologist April 1994 – June 1998• Promoted to lead responsible for the direction, maintenance and administration of CITGO's various business communication systems. Accomplishments included establishing and maintaining one of CITGO’s only successful shared services support organization. • Successfully planned, budgeted, and directed the migration to Exchange and brought all global systems onto a common communication platform with a focus on standardization and cost management. System Programmer / Business Analyst June 1991– April 1994• Promoted to the Lead Analyst responsible for support of CITGO’s east coast Asphalt refining company (CARCO). Managed, supported and transformed numerous systems that improved the day to day decision making and profitability. • Led the technical evaluation, review and selection of the company’s first enterprise EDMS technology for CITGO's Refineries to comply with the API 750 regulations. Focused on the needs of the field locations and establishing the relationships that ensured adoption of the standard and the utilization of the system. • Responsible for the development and business analysis for the Company’s CRM and Sales Tracking systems. Redesigned the entire user interface based on feedback gained in working side by side with the user community in performing their daily tasks