Advise GM and Senior Executive business owners in Trade & Supply (T&S) on governance, risk and assurance (GRA) for petroleum products globally. Review business opportunities and proposals through the GRA lens as a subject matter expert. Member of a team that creates the annual assurance control plan, integrating with internal audit and other assurance providers. Project manage and facilitate Governance, Risk, Control & Assurance (GRCA) meetings monthly. Manage Incident Control Learning Events… Show more Advise GM and Senior Executive business owners in Trade & Supply (T&S) on governance, risk and assurance (GRA) for petroleum products globally. Review business opportunities and proposals through the GRA lens as a subject matter expert. Member of a team that creates the annual assurance control plan, integrating with internal audit and other assurance providers. Project manage and facilitate Governance, Risk, Control & Assurance (GRCA) meetings monthly. Manage Incident Control Learning Events and share lessons learned within the $2 billion Products division. Facilitate the Division annual Business Assurance sign off process. Participate in Trading, Supply & Downstream GRA networks. - Established fit-for-purpose GRCA process for the diverse products and supply businesses during leadership changes. - Conducted comprehensive review and streamlining of the business and finance MOAs improving sharing and adoption of lessons learned from incidents globally. Show less

Provided financial and business development expertise for a new Line of Business (LOB) to establish LNG as an alternative fuel for the marine and on-road transport industries. Created and refined a business performance process that included a shared services financial center for expense tracking. Provided finance support for contracts and commercial opportunities. - Led the initial creation of the business in the SAP ERP system, coordinating with IT, finance and LOB stakeholders. -… Show more Provided financial and business development expertise for a new Line of Business (LOB) to establish LNG as an alternative fuel for the marine and on-road transport industries. Created and refined a business performance process that included a shared services financial center for expense tracking. Provided finance support for contracts and commercial opportunities. - Led the initial creation of the business in the SAP ERP system, coordinating with IT, finance and LOB stakeholders. - Project managed the remediation of Accounts Payable (A/P) issues related to the complex reassignment of the LOB from the Upstream to the Downstream Division, gaining endorsement for an interim, non-standard A/P process. - Directed the on-time 2014 LNG Americas’ migration to GSAP; ensured that LOB processes were incorporated. - Challenged the sales mindset on the viability of potential contracts to ensure repeatability and profitability.- As the finance representative on the unwinding of 3 multi-million dollar global Upstream Division projects, interfaced with legal, tax, treasury, controller, shared services and LOB to optimize asset value and minimize financial impact. Show less

Provided financial accounting, management and controllership for the Distribution business unit and procurement. Directed a team of 4 performing monthly accounting, closing and variance analysis for a JV with 36 distribution terminals and annual revenue of $300 million, OPEX of $240 million and capital expenditures of $50 million. Implemented internal controls and process improvements. Developed the 2012-2016 Operating Plan. Developed staff with in-role opportunities.- Directed the… Show more Provided financial accounting, management and controllership for the Distribution business unit and procurement. Directed a team of 4 performing monthly accounting, closing and variance analysis for a JV with 36 distribution terminals and annual revenue of $300 million, OPEX of $240 million and capital expenditures of $50 million. Implemented internal controls and process improvements. Developed the 2012-2016 Operating Plan. Developed staff with in-role opportunities.- Directed the timely delivery of forecasting for 118 projects valued at $42 million in 2011.- Managed multiple stakeholder A/P improvement program: resolved late payment and interest charges; reduced 60+ days old invoices to less than $400,000 in 2011 and under $300,000 in 2012 with less than 5% by number as Finance Invoice only (no purchase order); and lowered overall past due to under 10% in 2011 and 2012.- Established a structure and review process that led to team earning recognition for completing 75% of GSAP asset clearance significantly over achieving the due date and performance expectations. - Developed and rolled out a terminal utilization calculation and monitoring process used in evaluating performance.Led team in capturing significant time savings required report preparation and delivering results information. - Formed a team that streamlined cost elements and identified inconsistencies in invoice coding. - Managed the accounts receivable past due to fewer than 10% in 2011 and 2012. Show less

Aviation Brigade S4 (UH 60 Helicopter Pilot). Promoted to Major. Directed strategy, logistics and maintenance for Brigade S4 that impacted 3 organizational levels with a staff of 2500. Managed the training for a new, 65-man unit that passed rigorous first Aviation Resource Management (ARM) inspection. Restored accountability in an aviation maintenance unit that passed all ARM evaluation areas which the unit had failed under previous leaders.