My focus is on product commercialization and revenue growth in the Safety Valve line. This product line came to Superior through the Baker/BJ merger.• Oversee product line lifecycle, encompassing strategic planning, roadmap, execution, and commercialization; develop and implement product marketing plans.• Charged to establish strong market presence, build strong supply chain, and generate significant revenue and profit growth. Expand market share through strategic internal/external partnerships.• Enabled company to compete with larger market competitors by implementing system, tool, and process improvements that resulted in full transformation of product line management.• Expanded role to drive enhanced capabilities, services, and revenue through new technology innovation. Identify opportunities for new safety valve product line in global market.

Jet was a startup company funded by sole proprietors who had grown the business to the full extent they could manage. The startup halted after eight weeks due to cash flow issues in the primary business.The goal was to move manufacturing from existing businesses and supply product from a new internal company using modern systems and proven supply chain practices. • Established infrastructure across supply chain, product development, sales, and operations for startup organization with first-year revenue potential of $24-28M. Startup halted after eight weeks due to cash flow issues in primary business.• Following needs assessment, selected ERP system, implemented customer-focused supply chain, and transitioned current processes and vendors to modern supply chain methods without increasing cost.• Implemented sales and operations planning, then developed initial key performance indicators. Focused product development and commercialization for standard wholesale completion products.

Edmonton Canada supplied all products for Packers Plus, globally. My mission was to bring manufacturing to the US, install a business process similar to Edmonton, help implement a new ERP system, and set up a functional manufacturing team that could be scaled upward to meet growing US product demand. • Internalized product manufacturing while maintaining costs through reliable, flexible supplier base able to meet high delivery and quality standards.• Grew shipments from zero to $6M in two years, with nearly 100% on-time track record and only one non-conformance from customer in two years. • Developed machine vendor base in compliance with US-approved product list, regularly assessing and managing suppliers to align with organizational goals as product list grew. Developed strategic relationships with outside process vendors to improve communication and costing. • Improved business process flow by designing charts and finetuning to fit strengths and capabilities of key employees. Hired and trained team members on process, forecasting, and MRP planning.

The Completion System products were divided into commodity and premium lines. The premium side was a high-mix, low-volume that grew from 25% of revenue to 60% of revenue over a 3-year period. Much of the revenue gain came from new product development and commercialization. This required close work with product line, engineering, and manufacturing groups. In 2006, primary manufacturing moved from Huntsville to Houston. Huntsville was heavy internal machine tool manufacturing with 20%-30% outsourced. The facility in Houston was 100% outsourced manufacturing. My role was to move the planning and transition the manufacturing process. I hired and trained the group, then moved into full-time supply chain management. • Drove strategic planning and transition of manufacturing process to Houston facility, improving forecasting and capacity management, inventory control, and processes and systems.• Developed sales and operations planning across 11 product lines and 160+ product categories. Partnered with five premium supply plants globally on rough cut capacity and high-value project order management.• Collaborated with internal JD Edwards champions to implement tools that supported and streamlined supply chain. Rationalized products and enhanced inventory classification and planning.• Optimized shipment efficiency, driving increase from 2.5M per month to 4M. Improved on-time deliveries on large tender orders by 40%.• Reduced time to market on key new product introductions with fast-tracked deliveries and strategic inventory placement.

• Opened new facility in Huntsville to support Weatherford Direct Sales business; co-wrote business plan for Weatherford Direct. • Increased revenue for Direct Sales from 230%+ per year while reducing inventory by $5M.

Operations Management