- Global lead for reporting of Non-Financial Reliability KPI’s of Operational Availability and Utilization for all Shell-operated Downstream Chemicals and Refining assets on a monthly and quarterly basis.- Accountable for on-time and accurate delivery of Global Reliability KPI’s which are then used by various other groups within Shell, including the Performance and Accountability Reporting (PAR) group, Investor Relations for communication outside of Shell, and the Remuneration Committee for inclusion in the calculation of global bonus percentages, among others.- Owner of the reporting software used for data collection and compilation, including maintenance and continuous improvement thereof.- Responsible for providing insightful dashboards to enable effective decision-making based on this data.- Accountable for the preparation of the annual business planning template for all Shell-operated downstream manufacturing assets, as well as the review and compilation of each assets' submission, then the generation of the global annual targets. - Continuous improvement efforts include automating and simplifying the processes to reduce opportunities for error, enable improved assurance process, and liberate time to work with site and regional Reliability teams to tailor reports and data delivery for better informed strategic decision-making.

- Geismar site focal point for Reliability reporting which, monthly, consisted of compiling, categorizing, and submitting Reliability performance data for inclusion in Global Reliability KPI reporting (see Sr. Availability Performance Advisor role above for additional details), and on an annual basis, compiling the Business Plan for the Operational Availability and Utilization targets for the following year through collaboration with the production teams as well as the Economics & Scheduling group.- Responsible for the Reliability performance of the Detergent Alcohols (HFE or Hydroformylation and Ethoxylation) unit of the Shell Chemicals Geismar facility, a site which produces 60% of the synthetic detergent supply in North America and second most of any site in the world. - Led the implementation of Managed Equipment Care project in the HFE module, a system which aims to optimize the cost of maintenance activity on all plant equipment through prioritization and optimization of maintenance activities. Identified and began multi-year initiative which will yield $1MM/year benefit for the site in total capex and opex savings as well as additional production volume.- Managed threat and opportunity database to prioritize active projects and justify future capital projects as well as leading root cause analysis investigations to prevent the failures from recurring. Created Power BI dashboard for tracking site performance in this system against key metrics.

Project Manager for global redesign of the product distribution structure in order to enable delivery of our products to customers efficiently and cost-effectively.

Completed 12-month assignment as a subject matter expert for the manufacturing processes of the Lufkin Beam Pumping Unit product providing hands-on training and support to the GE China sourcing team and multiple China suppliers who work in the areas of iron casting, structural fabrication, and machining to expedite the qualifications and production ramp-up of these new suppliers.

- Vetted new suppliers throughout China in support of a Lufkin Beam Pumping Unit sourcing project to confirm supplier technical capabilities as well as to ensure suppliers' understanding of technical requirements and facilitate the submission of more complete, accurate bids.- Global Capital Expenditures Leader for the former Lufkin business unit of GE Oil & Gas.- Completed a temporary assignment in Scotland, UK working with the Quality department of a valve and wellhead manufacturing facility to reduce the facility's overdue backlog by improving work scheduling and planning.

- Championed continuous improvement project identification, initiation and completion, working closely with the production, planning, maintenance, and quality departments to prioritize and implement these projects with a constant focus on integrity, quality, and safety in the workplace. Total implemented product cost savings for the first full year in operation was more than $500k/year from process optimization and the application of new technologies.- Led a technical team of 14 Romanian engineers with diverse experience and expertise ranging from metallurgy to CNC programming to welding as they supported the various areas of the operations including machining, fabrication, painting, assembly, and shipping.

Designed the layout and managed the machine tool portion of the construction and start-up of the greenfield Romania manufacturing facility. This represented the largest capital project in the company’s 100+ year history with a budget of $126 million and resulted in a facility with approximately 300,000 square feet (28,000 sqm) under roof.

- Worked in the Alcoa Business System (ABS) department, Alcoa's implementation of the Toyota Production System.- Led a project to implement a visual management data tracking board in an area of the alumina refinery to allow, operators, supervisors, and plant management maintain a better understand of the real-time status in the area.- Participated in a Kaizen event in the warehouse and machining areas which was focused on the reduction of stock-outs on MRO components.